9 principles of effective written 

communication

09Jun08

Clear and effective communication is essential for people and businesses to achieve
their missions. However, the messages we want to communicate are often
complicated and it is not always easy to reach our intended audience.

Approximately 25 percent of New York City adults 21 and over do not speak English
well. Another 15 percent did not complete high school and, therefore, have reading
levels well below the equivalent of 9th grade.

However, many government documents are written in English and at the 8th or 9th
grade level or above.

These guidelines are intended to help you create documents that are clearly written,
easily and accurately translated, and understandable by your intended audience.

They are not concrete rules that must be applied without discretion or judgment. On
the contrary, the guidelines assume that you are a skilled writer and that your agency
will use them to build on the successes you have already achieved.

GUIDELINES:
The following guidelines present nine principles associated with effective written
communication that you can refer to when creating and revising documents:

1. Use a Plain Language Approach to Communications

2. Define the Purpose of Your Written Document
3. Only Include Important and Directly Relevant Information
4. Use Simple Language
5. Keep Sentences and Paragraphs Short
6. Make It Personal
7. Use the Active Voice
8. Use Easy-to-Read Design Techniques
9. Assess the Usability of Documents: Listen to Your Readers

Taken together, these simple strategies will help you write documents in plain
language. Plain language communications are more effective than traditional
government writing.

The Basics

What is clear and effective communication? The following articles will shed light on
the topic and provide you with an overview of the key concepts.

Written communication

 Principles of successful written communication

 Process for clear and effective writing
  Written communication
 Responsibilities of writers, editors and decision makers

Verbal communication

 Verbal communication

Principles of successful written communication

The following definitions are designed to help writers understand the principles of
creating an effective message.

Clarity and effectiveness

For a message to be clear and effective, the writer must take a methodical approach
to the writing process.

A clearly written document puts the reader first and is easy to read, understand and
use. It is also logically organized, relevant to the reader and visually appealing.

But not every clear document is effective. A message is clear and effective only if it
produces the desired result. Only the reader can tell whether a document is easy to
read, understand and use.

Readable text

Readable text allows the reader to instantly grasp every linguistic and typographical
(layout) element after reading it only once. The layout helps the reader understand the
content.

Characteristics of readable text

 Clear, consistent vocabulary (short, familiar, concrete, positive words; repeated

words instead of synonyms; proper grammar, syntax and punctuation)
 Verbs instead of nouns
 Personal style (I, we, you)
 Short sentences in the active voice
 User-friendly layout (good text-graphics balance; sufficient white space; appropriate
colour choice; high contrast; scannable and structured information with reference
points, such as headings)

Understandable content
Understandable content allows the reader to grasp and process the information after
reading it only once.

Characteristics of understandable content

 Relevant (complete, accurate, concise, customized information)

 Structured (organized logically and presented in simple steps)
 Coherent (clear links between words, sentences, paragraphs and ideas)

Usable document

A usable document gets the message across: the reader can identify the purpose of the
document (to inform, to persuade, etc.) or can use the information to carry out a
specific task. In short, a document is usable if it reads well and contains a clear
message.

Characteristics of a usable document

 Rarely refers reader to other documents

 Contains specific instructions (set out step by step, in chronological order)
 Places supplementary information (examples, glossaries, reference material) near
the main points
 Is tested by potential users

Process for clear and effective writing

Writing effectively means writing for the reader, while also taking into consideration
the needs of the organization. It means following a methodical process to simplify the
whole document, and not just the words, for all of your writing and rewriting projects.

Follow these four steps:

1. Analyze
o Analyze your target audience: Who are your readers? What are their reading
abilities? What do you want them to do?
o Analyze common client errors, complaints and questions. Also, analyze staff
errors. To improve service, ask your staff about their concerns and
interactions with clients.
o Identify your new communication needs, or evaluate existing products,
taking into account the comments from your employees and target
audience.

2. Plan
o Determine the objective of your communication: Do you want to inform
your readers? Convince them? Make them aware of an issue?
o Choose the appropriate medium based on the abilities of your readers and
the message you want to send them.
o Make a plan. Decide on the content of your text. Your content should
answer these questions: Who? What? Where? When? Why? How?
 3. Write and revise
o Make your document easy to read: avoid unnecessary stylistic shifts; respect
grammar and punctuation rules; and use a personal style (I, we, you) and a
user-friendly layout.
o Make your document easy to understand: choose concrete and
unambiguous terms; provide clear connections between words, sentences,
paragraphs and ideas; organize your information logically; and include only
information that is relevant to your readers (go for quality rather than
quantity).
o Make your document easy to use so that the objective of your
communication may be achieved.

4. Evaluate
o Choose a formal evaluation approach (focus groups, one-on-one interviews,
field testing) or an informal one (readability formulas, peer or expert
review). A combination of both approaches is best.
o Test and revise your document based on client feedback. Only your readers
can tell whether a document is easy to read, understand and use.
o Set up a procedure to handle client feedback so you can continue to
improve your communications.

Written communication

You can get your message across to any audience if it is clear. A clear message is easy
to read, understand and use.

When you write, keep the following points in mind:

Audience

 Learn as much as you can about your intended audience: do an audience analysis
and develop a profile (age, education, profession, first language, literacy level, etc.).
Keep that profile visible so you remember whom you are writing for.
 Tailor your message to the audience: your document will be easy to read if it
matches the readers' ability, interest, motivation and background knowledge. You
may have different types of users: write so they all understand.
 Anticipate readers' questions and answer them.

Organization and structure

 Present the information logically from the readers' point of view: they must see
quickly how it relates to them.
 Present the most important information first, and place general before specific.
 Guide readers throughout the document: use a table of contents for long
documents; use markers, such as meaningful titles, headings and subheadings, to
map out your document.
 Use point form, lists or question-and-answer format whenever possible.

Content
  State clearly the purpose, context and logic of the information.
 Get to the point: give only the essential, relevant, complete and accurate parts of
the message; aim for quality information, not quantity.
 Give the big picture: start a document of 4 or more pages with a summary.

Style and language

 Use familiar and short words: explain technical terms that cannot be simplified; use
concrete and explicit words with common meanings and avoid abstract nouns;
create image-evoking information for the reader.
 Express your message in a friendly and positive tone: talk to your readers in a
conversational style.
 Use action verbs instead of nouns, and use adverbs and adjectives sparingly
(modifiers and qualifiers do not necessarily make meaning clearer).
 Personalize your message and write directly to readers by using I, you and we.
 Write in the active voice so that readers know who does what and when.
 Be concise: write sentences averaging 15-20 words to a maximum of 30 words (it is
preferable to have only one subordinate or conditional clause per sentence). Write
paragraphs of no more than 5-6 sentences, or 7-9 lines. Keep paragraphs short with
only one main topic.
 Divide information into manageable chunks: break complex parts into simple steps,
and list instructions or actions step-by-step. Give examples to explain complex
concepts. Emphasize what you want readers to do—repeat your message.
 Describe mathematical operations clearly: set up numbers in rows and columns
instead of narrative formats. Display numbers clearly and explain operations using
explicit math symbols or familiar terms (add, subtract, etc.).

Layout, design and format

 Choose the best format and medium for your message based on readers' needs.
 Make your document scannable: visually appealing and easy to read. Use readable
typefaces and sizes (at least 12-point or 14-point for seniors or people with visual
impairments). Leave plenty of white space (at least 50% of the total page area).
 Emphasize important information by strategically using boldface, boxes,
illustrations, images, tables, graphics and colours (have a high contrast between the
colour of your text and its background). Be careful with italics, underlining and
shading. Don't use words in all upper-case characters.

Rereading, evaluation, revision and client feedback

 Edit and proofread several times: cut out unnecessary words like adverbs and
adjectives; rewrite complex sentences; check for administrative jargon and technical
language; watch for acronyms; have someone else read your text.
 Test comprehension and readability with the only specialists who matter: your
readers. And revise based on that feedback.
 Set up a procedure to handle client feedback so you can continue to improve your
communications.
Verbal communication

No matter your audience, your message must be clear.

For verbal communication, keep the following points in mind:

Listen actively

Give the speaker your undivided attention.

 Make eye contact and lean toward the speaker to show that you are interested in
what he or she is saying.
 Avoid looking at your agenda or watch, and don't doodle.
 Pay attention to body language.
 Take notes if necessary.

Be patient and listen attentively.

 Don't interrupt or answer too quickly.

 Be aware that people with low literacy or who are unfamiliar with administrative
language may have trouble telling you exactly what they want.

Help the speaker organize his or her thoughts.

 Ask open-ended questions (they generally start with who, what, when, where, why
or how).
 Paraphrase the speaker's answers to show that you are listening and can provide the
information he or she needs.

Check that you have understood what the speaker wants.

 Paraphrase the speaker's questions (e.g. "If I understand correctly, you want to
know why your application was denied.").

Communicate clearly

Don't use jargon or in-house vocabulary.

 Use familiar, concrete words (e.g. "person who receives money" instead of
"claimant").
 Avoid unfamiliar acronyms.
 Use comparisons to explain complex ideas. For example, say "A registered education
savings plan is like a savings account to help pay for your child's education after high
school."

Be professional, polite and non-judgmental.

 Use a friendly tone.

 Pronounce your words clearly.
  Speak slowly at a steady pace of 140 to 160 words per minute. Adjust your speed if
necessary; a person who speaks slowly likely expects to be spoken to at a similar
pace.
 Don't use inappropriate or condescending language.

Check for understanding and recap the information

Check if the listener has understood.

 Avoid questions like "Do you understand?". People with low literacy tend to think
they have understood even when they have not, or they may not want to admit that
they need clarification. Unless they are prompted, they may not ask questions.

Ask the listener to recap what you have said if you think he or she may not have
understood.

 Bring backup: checklists, illustrations or related documents in plain language.

 Give out contact information for yourself or other resource persons in case the
listener thinks of a question later on.

Paraphrase the information if the listener has not understood.

 Don't just repeat the same words or speak more loudly or slowly.
 Be clear and concise: stick to three or four main points (people can absorb only a
certain amount of information at a time).

Recap what the listener has to do, providing step-by-step instructions.

 Be aware that certain people, such as seniors, people with low literacy and people
with visual impairments may have trouble taking notes. Give them more time to
write when they do take notes.

Put yourself in the other person's shoes.

48% of Canadians (approximately 12 million adults) find it difficult to understand

administrative language. Speak in plain language: people have the right to understand!

This document was developed with the Canada Enquiry Centre.

The Whys

Why use clear and effective communication? Read the following article to understand
the importance of improving your communication skills in today's world.

 Literacy

Literacy
When you write, do you think about your readers' literacy skills? Many
communicators overestimate their readers' knowledge and understanding. And,
unfortunately, that misconception can make communication difficult.

What is literacy?

There's more to literacy than knowing how to read and write. It has to do with how
well people understand what they read and can then use that information at home, at
work and in the community. And, by extension, it has to do with how well they can
achieve their goals and develop their knowledge and potential.

Because printed information comes in a variety of styles and can require a variety of
skills, the umbrella term "literacy" is divided into two categories:

 Prose literacy: The ability to understand and use information from texts such as
articles, brochures and instruction manuals.
 Document literacy: The ability to find and use information in other types of
documents, such as forms and charts.

Literacy levels

These are the five literacy levels:

Level Individuals at this level

 Are hard to reach with any kind of print

1
Example of ability: reading information on a bottle of painkillers

 Can read, but not well

 Can deal only with text that is clear and simple
 Can handle only one task at a time
2
Example of ability: reading and filling out a job application for a fast-food
restaurant

 Read well, depending on context

 Need constant skill upgrading
3  Are at the minimum level to function in society

Example of ability: reading and processing instructions in a manual

4 and 5  Can process complex materials that require specialized knowledge

Literacy in Canada

According to the 2003 International Adult Literacy and Skills Survey (IALSS)
  48% of Canadians aged 16 and over (that's 12 million adults) are at levels 1 and 2.
Among seniors it's closer to 82%.
 35% are at level 3, which means they have the bare minimum skills to function in
society. These days level 3 is even too low for certain types of jobs. The constantly
expanding information technology sector demands higher and different literacy
skills.

Factors that influence literacy

Here are some of the factors that influence literacy in Canada:

Education

Prose literacy scores increase fairly consistently for each additional year of schooling
completed. But that doesn't mean that all educated people are highly literate: some
20% of Canadian university graduates still rank at level 2, and approximately 2% fit
the level 1 profile.

Language

Literacy is also affected when people communicate in a language other than their first.
This is especially true in Canada, owing to its linguistic duality and high immigration
rates.

Occupation

Most people who have highly specialized jobs have high literacy skills, but there are
always exceptions. Canadians from every walk of life have to deal with literacy
problems.

Age

As age increases, literacy tends to decrease. That may explain why approximately
82% of Canadians aged 66 and over are at levels 1 and 2. It does not, however,
explain why approximately 38% of Canadians between age 16 and 25 are at the lower
levels.

When those low literacy levels meet with the complex administrative jargon and
vague rationale typical of so many government documents, communication fails.

Techniques

Click on one of the following headings to learn how to improve your skills in clear
and effective communication.
  Before writing
The steps to follow before you write
 Easy-to-read text
How to use the right word and compose meaningful sentences
 Easy-to-understand content
How to be relevant, structured and coherent

Keep this tool handy! This is a checklist that:

 reviews the characteristics of successful written communication;

 provides examples of paragraphs tailored to the target audience; and
 includes a template for testing paragraphs.

Before writing

Before you start to write, become familiar with the following steps.

 Know your reader

 Get organized

Know your reader

It's one of the fundamentals of communication: an effective message connects with its
readers. To make that happen, your first move as a writer should be determining
whom you're writing for.

You're writing for your readers and not for yourself. So, how well do you know them?
Not all readerships are the same: they have different interests, literacy levels and
knowledge bases, which means they have different needs, as well.

Reader profile

Before you put pen to paper, find out as much as you can about your readers. Here are
some questions to consider when compiling a reader profile:

 How old are your readers? Are they children, adolescents, adults and/or seniors?
 How educated are they?
 What field do they work in?
 Do they belong to a specific cultural group?
 Is English their first language?
 What level do they read at?

As you write, keep that profile in mind and target those readers. Remember, if you're
writing for a diverse readership, you need to write so that all your readers will
understand.

Attitude adjustment
If you tend to take a spontaneous approach to writing, there's a good chance your
point of view will dominate and you'll lose sight of your communication objectives.
Your readers probably aren't as familiar with the subject as you are, so put yourself in
their place and imagine what questions they might ask as they read your document.
That way, you'll instinctively start to write clearly.

In short, you need to always look at your documents through your readers' eyes.

Get organized

Before you start writing, you need to get your ideas in order. Here are some tips to
help you make your documents more logical and easy to understand.

What kind of document are you writing?

Is it a memo, a letter, a pamphlet or a report? This may seem like a basic enough
question, but the type of document really influences how you will need to organize
your ideas. For instance, if it's a pamphlet or brochure, space is going to be a
determining factor.

What is the purpose of your message?

Are you trying to inform your readers, convince them or raise their awareness of a
particular issue? Are you explaining a concept to them or asking them to do
something? Every document has its own communication objective. So, to help you
keep yours in mind, it's a good idea to make a plan. It will help give structure and
logical flow to your ideas and prevent omissions and repetitions.

Making a plan

Start by getting all your ideas on paper. Then you can pick and choose which ones
you want to include in your text. Try to be brief: it's best to cover only the most
important and relevant points. Once you've decided what to include, separate the
essentials from the secondary information and then figure out how to organize it all
together. Here are some ways that you can organize your information:

 starting with general ideas and then getting more specific;

 starting with specific ideas and then getting more general;
 putting positive elements before negative ones;
 going from the most important ideas to the least important ideas; or
 going in chronological order.

Your organizational style will depend on the purpose of the text. If you are explaining
a procedure, it will make the most sense to put things in chronological order. But if
you are describing a strategy, give some general information first before getting into
the specifics.

Guiding your readers

You want to help out your readers as much as possible, so don't be afraid to include
some navigational aids. If your document is long, a table of contents or an
introductory summary will help. For shorter documents, explain the organizational
structure in your introduction.

When you are dealing with a new subject, give some context. And if you're giving
more of an update, remind your readers of what has already happened.

Visual cues are always a good idea. Appropriate headings and subheadings help
readers quickly locate the information they need.

Keep honing your document organization skills, and come back in a few weeks for
some advice on sentences.

If you organize your ideas before you start writing, it will be easier for you to produce
a clear and effective document.

Applications

When should you use clear and effective communication? Here are some tips to help
you write specific types of documents based on clear and effective principles.

 Write relevant and effective emails

 Write clear and effective briefing notes

Write clear and effective briefing notes

What is a briefing note?

It is a concise document used to communicate key information to senior officials for

the following purposes:

 To inform or follow up on an issue, an initiative or a project.

 To request a decision.
 To plan for an event, a speech, etc.
 To avoid a potentially embarrassing situation or to inform someone about it.

Do's Don'ts

Audience

 Know your reader's perspective and  Don't assume that your reader has
concerns. the same technical knowledge as
  Anticipate and answer your reader´s
you do.
questions.

Style

 Keep it short: 2 pages maximum.  Don't use too many acronyms or

 Be clear and concise: write sentences abbreviations.
averaging  Stay away from jargon and
15–20 words up to a maximum of technical terms (define them if you
30 words; write paragraphs of no more have to use them).
than 5–6 sentences, or  Avoid strings of nouns.
7–9 lines.  Avoid using too many adverbs and
 Use the active voice and action verbs. adjectives.

Organization and structure

 Get to the point quickly: present the

most important information first (giving
general information before specific).
 Put the right information in the right
 Don't include more than one idea
section.
for each paragraph.
 Present your rationale clearly and
 Don't introduce new elements or
logically.
repeat information in the
 Present information in small and
conclusion and recommendations.
manageable chunks: use bullets and
tables when needed.
 Use appendices for details but don't
overdo it.

Content

 Be clear on the issue of the briefing  Don't use ambiguous statements

note. or vague timelines.
 Summarize what you want the reader  Don't hide or diminish the
to grasp quickly. seriousness of a problem or
 Provide pertinent and complete situation.
information based on objective analysis  Avoid presenting unsubstantiated
and consultations. arguments.
 Make clear recommendations linked to  Refrain from giving your personal
facts. opinions: stick to concrete facts.
 State possible consequences when  Don't overwhelm your reader with
applicable. details.

Process

 Make a plan and focus on the core  Don't write before you are clear on
 issue: aim for quality arguments, not
quantity of information. the objective of the request.
 Check all the facts.  Don't start writing the summary
before you finish writing the
 Be discerning when copying and
content of the briefing note.
pasting.
 Limit the number of changes made
 Discuss the proposed changes with the
based on style and personal
editors.
preferences.
 Learn from previous briefing notes.

Examples

Here are some examples of documents that have been reorganized according to the
principles of clear and effective communication:

 Linguistic Recommendation

BEFORE | AFTER

 Related:
 Communication Issues
 Communication Skills
 Humor & Laughter
 Interpersonal
 Communication (Other)
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by Shelly Mcrae

January 14, 2008

Communication in all its forms requires a receiver, someone to whom we, as senders,
wish to convey a message. To be heard is not enough; we must be understood.
Without this interpersonal interaction, there is no communication. Without
comprehension, there is no communication, only words on air.

It is the first principle of communication that we communicate with one another, not
to one another. The media in all its forms spews forth information with the intention
of reaching an audience. Though this seems like a one sided conversation (an
impossibility) the media personal do seek out feedback, through ratings, through
website hits, through reader and viewer comments.

For our communications to be effective, we must evaluate feedback, and determine if

the recipients of our messages not only heard us, but also understand our meaning and
intent.

Just as importantly as what we say is how we say it. To stand before a group of
employees with the intent of boosting morale, only to slump our shoulders and mutter
the supposedly motivating words will not bring that group to its feet in a frenzy of
desire to do well for the company. It will convey to the gathered group their
motivation is not a priority, and this meeting is an exercise in futility.

Effective communication is dependent not only on word choice, but also body
language, tone, the timbre of our voices. Written communications, to, have underlying
qualities, and recipients, consciously or unconsciously, interpret these as part of the
intent.

Just as important as our being able to develop communication systems through word
choice, body language and voice is the skill of understanding feedback and messages
directed to us.

When we wish to be effective communicators, we must understand the dynamics of

being the receiver as well as the sender. The act of listening is not only auditory. It is
visual, and often tactile, as when the sender touches the shoulder or arm of the person
he or she is speaking with. When we are the receivers, we observe facial expressions,
body movement and gestures to better evaluate the sincerity of the sender and to fully
comprehend his or her intentions.

Effective communication is based on our ability to construct a message and support

its intent with visual and auditory clues for the receiver. Effective communication is
based on our ability to receive, interpret and comprehend messages sent to us.

The ability to effectively communicate is a learned skill, and art form made of words,
voice, body language, gestures, and facial expressions. The basic principles remain
the same, whether the communication is verbal or written, sent or received. To be
effective in our communications, we must be aware of how we, as senders, present
our messages, and we must be skilled in interpreting those messages sent to us.

The art of communication: Basic principles of effective

communication

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 All 29 Articles

1 of 29
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by Shelly Mcrae

January 14, 2008

Communication in all its forms requires a receiver, someone to whom we, as senders,
wish to convey a message. To be heard is not enough; we must be understood.
Without this interpersonal interaction, there is no communication. Without
comprehension, there is no communication, only words on air.

It is the first principle of communication that we communicate with one another, not
to one another. The media in all its forms spews forth information with the intention
of reaching an audience. Though this seems like a one sided conversation (an
impossibility) the media personal do seek out feedback, through ratings, through
website hits, through reader and viewer comments.

For our communications to be effective, we must evaluate feedback, and determine if

the recipients of our messages not only heard us, but also understand our meaning and
intent.

Just as importantly as what we say is how we say it. To stand before a group of
employees with the intent of boosting morale, only to slump our shoulders and mutter
the supposedly motivating words will not bring that group to its feet in a frenzy of
desire to do well for the company. It will convey to the gathered group their
motivation is not a priority, and this meeting is an exercise in futility.

Effective communication is dependent not only on word choice, but also body
language, tone, the timbre of our voices. Written communications, to, have underlying
qualities, and recipients, consciously or unconsciously, interpret these as part of the
intent.

Just as important as our being able to develop communication systems through word
choice, body language and voice is the skill of understanding feedback and messages
directed to us.

When we wish to be effective communicators, we must understand the dynamics of

being the receiver as well as the sender. The act of listening is not only auditory. It is
visual, and often tactile, as when the sender touches the shoulder or arm of the person
he or she is speaking with. When we are the receivers, we observe facial expressions,
body movement and gestures to better evaluate the sincerity of the sender and to fully
comprehend his or her intentions.

Effective communication is based on our ability to construct a message and support

its intent with visual and auditory clues for the receiver. Effective communication is
based on our ability to receive, interpret and comprehend messages sent to us.

The ability to effectively communicate is a learned skill, and art form made of words,
voice, body language, gestures, and facial expressions. The basic principles remain
the same, whether the communication is verbal or written, sent or received. To be
effective in our communications, we must be aware of how we, as senders, present
our messages, and we must be skilled in interpreting those messages sent to us.

 Related:
 Communication Issues
 Communication Skills
 Humor & Laughter
 Interpersonal
 Communication (Other)
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by Janonda

December 02, 2007

The art of communication is best understood through trial and error over time. If we're
lucky, eventually we understand how our words, both written and spoken, have the
power to inspire or destroy. After making one of the worst communication blunders of
my life, a very wise man explained to me how the basic principles of effective
communication should always incorporate the concept of packaging. Case in point:

In January 2007 my then 24 year old daughter was diagnosed with cancer. A huge
lymphoma mass had taken up residency in her chest, invading her heart and
collapsing her right lung. After 8 rounds of high dose chemotherapy and 17 days of
radiation, her doctor did another body scan and told her it looked good so she could
now get on with her life and forget about cancer for awhile. Two weeks later, after
experiencing headaches and vomiting, she had a brain scan. To our horror a 6 cm
tumor was found in her right frontal lobe causing half of her brain to swell. Two days
later she underwent brain surgery, and through the skilled hands of a great surgeon,
the mass was removed. Eight rounds of high dose chemo were to follow, with a 5 day
hospital stay required for each. After only 6 rounds, however, we were devastated to
learn that another tumor had developed in her brain. Within a few days she, her
husband, her dad and I met with 3 world class doctors to learn of the treatment plan
that they hoped would save her life. We were told that without treatment she would
die and with treatment there were no guarantees, but it was the best chance she has.

A few days later I awoke to the excitement of an idea that filled me with the welcome
relief of joy. I couldn't wait to put the wheels in motion to breath life into my plan. I
wanted to send her and her husband to Hawaii for a week before treatment, which
involves whole brain radiation, extremely high doses of chemotherapy to wipe out her
immune system, (which would also wipe her out), in preparation for a stem cell
transplant. I quickly drafted an email for close family and friends to generate support
for my secret plan.

Unfortunately, the communication I presented was packaged in my fear that I wanted

her to experience her dream of seeing Hawaii before it was too late. Within one day of
my email all the pieces had fallen into place and we were ready to book their
reservations. We were surprised to learn, however, that neither of them wanted to go.
They planned on saving Hawaii for her cancer-free celebration, when she didn't have
months of grueling treatment to face upon her return home.

My boss graciously pointed out my communication error. Although it probably

wouldn't have changed their minds, had I shared my idea, wrapped in the package that
this was so they could get a little R&R, laced with a little fun, to gain strength for the
battle ahead, it may have been perceived differently. Instead, what I had
communicated to them was my fear that she might not make it. They lovingly
declined telling me how much they appreciated all my efforts, but that it was too
much too soon for them right now.

Eventually hope and understanding sprang from a place deep within me. They had
proved that they do have the faith and strength to battle this demon all the way to
health.

Artful communication can draw people together or tear them apart like my one little
blundering email almost did. I learned a cherished lesson this time - the hard way.

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by J Dawkins

August 31, 2007

Listen First, Ask questions later.

Effective communication the life blood of any successful organisation and yet so
often it is overlooked. This article aims to provide some practical tips to encourage
effective communication.

Adopt a Top Down Approach

Good communication needs to start at the very top of the organisation by senior
management setting the example through continually providing a constant stream of
information to staff about the strategies, policies and procedures the organisation
intends to adhere to. If employees see that senior management are consistently
communicating with them they will adopt a similar approach.

Two Way Process

Communication should always be a two way process and whilst it is the responsibility
of senior management to set the example they also need to foster a culture of listening
to feedback from employees.

Utilise Focus Groups

Focus groups are made up of small teams of employees perhaps five or six in number,
that meet regularly to discuss specific or wider organisational issues and provide
suggestions for overcoming problems or difficulties. These suggestions can then be
fed back up the chain to senior management.

Active Listening

This is essential for effective communication and simply refers to the importance of
listening carefully to the concerns raised by another person or group of people. After
the individual has finished talking it requires you to briefly recap the key points to
check that you have correctly understood the intended message.

Body Language

Effective communication requires both the listener and the communicator to be

focussed whilst a message is relayed. If as a listener your body gives out signals that
you have little interest in what is being communicated then this is disrespectful to the
other individual concerned. So be aware of excessive frowning or folding your arms
or looking over the shoulder of the other person whilst communicating or important
information could be missed.

Don't Interrupt

If someone is trying to communicate information to you avoid interrupting but wait

until they have finished. Constant interruptions can lead to the individual becoming
frustrated or even to them forgetting key points that needed to be communicated to
you. Be respectful and listen, ask questions later.
Avoid Email for important information

Email is undoubtedly a quick and convenient method of communicating with people

and is ideal for short messages. However, it should be avoided for passing on
important information for a number of reasons. Firstly the person may not receive the
email in the required timescale. Secondly emails can be misunderstood and your
attempt at communicating urgency could be misinterpreted as being pushy or
aggressive. Always use face to face meetings to communicate critical information.

Team Meetings

These are by far the most effective means of communicating as they enable
information and understanding to be checked immediately and you can read from an
individual's body language the emphasis or priority attached to a message. Team
meetings are also an excellent way of communicating important information to a
larger group of people simultaneously rather than needing to speak to people
individually. It also ensures that individuals all receive the same message

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by Hill.Mandy

June 13, 2009

Underlying human communication are five principles that provide the foundation for
all effective communication, whether we are communicating with others one on one,
in groups, or by presenting a public speech to an audience. These five principles
operate together rather than independently to form the basis of the fundamental
processes that enhance communication effectiveness. These five principles are also
basic common sense to communicate.

~Be aware of your communication with yourself and others. Being aware of your
communication includes being conscious not only of the present moment, but also of
who you are, yourself-concept, your self-worth, and your perceptions of yourself and
others. Being aware of your typical communication style is also part of this
foundation principle. For example, some people realize that their communication style
when interacting with others is emotional, others may be shy.

~Effectively use and interpret verbal messages. Verbal messages are created with
language. Language is a system of symbols structured by rules that make it possible
for people to understand one another. A symbol is a word, sound, gesture, or other
visual signal that represents a thought, concept, object, or experience. Effective
communicators use appropriate symbols to create accurate meaning. The effective
communicator both encodes and decodes messages accurately; he or she selects
appropriate symbols to form a message and interprets carefully the message of others.

~Effectively use and interpret nonverbal messages. Nonverbal communication is

communication by means other than written or spoken language that creates meaning
for someone. Nonverbal messages can communicate powerful ideas or express
emotions with greater impact than mere words alone. One of the most important
reasons our unspoken messages are significant is that they are the primary way we
communicate feelings and attitude toward others.

~Listen and respond thoughtfully to others. Because communication is a transactional

process-both senders and receivers are mutually and usually simultaneously
expressing and responding to symbols-listening to words with sensitivity and listening
between the lines to nonverbal messages join our list of fundamental principles.

~Appropriately adapt messages to others. It is not enough to be sensitive and to

accurately understand others; you must use information you gather to modify the
messages you construct. It is important to adapt your response appropriately to your
listener. When you adapt a message, you adjust both what is communicated and how
the message is communicated to make choices about how best to formulate a message
and respond to others to achieve your communication goals.

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by Lyn Michaud

September 02, 2009

People converse for practical reasons; to share information, as entertainment with

humor and insight, and for verbal release of emotions. Communication is best
between two people; adding more participants requires additional effort to make sure
everyone is involved. Whether this is the all-important job interview, a crucial
relationship issue or responding with an answer to a toddler's question 'why is the sky
blue?' Basic etiquette and active speaking and listening skills show you are interested
in the interaction with family, friends, coworkers and customers. They matter to you.
Anyone can become a good communicator. These tips will help you speak and listen
with equal skill.

PRACTICE COMMUNICATION ETIQUETTE

Watch eye contact and body language; crossing your arms and avoiding a person
makes the listener think you are protecting yourself or avoiding direct
communication. Try not to stare at one person and put them on the defensive, either.
Watch public speakers to see how they use eye contact and body language to show
openness and a willingness to draw everyone into the conversation.

Get rid of distractions turn off the cell phone, find a quiet place.

Don't interrupt.

Allow moments of silence to ruminate on the discussion. Let me process and

understand what you said.

Repeat or summarize your understanding.

Be open to viewpoints; the other person's opinion is a valid viewpoint and you
shouldn't be attempting to use the argument to force the listener to change to your
point of view.

Terminate the conversation with a follow up plan.

Be reasonable in expectations. Sometimes a conversation catches us by surprise, take

advantage of getting back to a person when you are better prepared.

SPEAKING TECHNIQUES

Concise, clear wording without rambling stay on subject.

Don't just answer questions with talking points; frame answers in context without
changing the subject.

Make interesting for listener make sure they have a stake in the conversation. If the
listeners aren't involved or have a reason to listen, they might think about what to
make for dinner or who's playing in the sporting game.

Use the I's to prevent blaming, accusing or demands for immediate response. Frame
issues in the form of I think, I feel, I heard, I understand.

Don't just talk about yourself be willing to talk about the other person. In any
communication situation, consider it as a transaction each person gains something.
ACTIVE LISTENING SKILLS

Be attentive and pay attention these are two different though related skills. A person
can pay attention without caring about the conversation, just as a person can care
about the conversation and still not hear the words they prefer to ignore.

Ask appropriate questions be prepared to learn more and also show that you've done
your research. When an interviewer asks if you have any questions about the
company, frame your answer in terms of what you know and seeking additional inside
information. When talking with a friend, don't try to pry, but still show you care by
remembering previous issues and ask how the situation turned out. Ask the person
you care most about, "How was your day?"

Be prepared to listen to the answers.

Take notes this is a great way to focus. In some situations, you may be teased for
being so precise, but the other person will know you care enough to take the
conversation seriously. Use this skill judiciously however; you don't want to come off
as the person who takes notes to prove a point later.

Don't offer advice in responses without knowing what the speaker really expects -
men especially love to solve problems and don't realize a woman is just venting.
Women love to give advice to friends in a Dear Etiquette Person sort of way. Ask
"What do you want from me?" or ?How would you like to resolve this situation?"

3 Principles of Effective Communication

Filed Under: Writing Content
 Do you want to learn to blog in a way that
goes beyond just conveying information and helps people to take action on what
you’ve written?

Last night as I was watching the new Australian version of The Apprentice I saw a
very short segment featuring public speaker Brett Rutledge. The winners of a task
were rewarded with a session with Brett to talk about communication and public
speaking. The show only showed 30 seconds of Brett but in that very short snippet he
said something that resonated with me.

He was talking about principles of communication in leadership – but I think it

applies pretty well to bloggers. I’m paraphrasing here but what he said boiled down to
this:

To communicate to me clearly you need to do three things:

1. Give me a Message
2. Make me Care
3. Give me a Way to Remember it

I suspect there’s a lot of truth in that for leaders communicating in the business setting
– but it rings true for me as a blogger wanting communicate effectively each day
through my blog.

Lets explore each in turn briefly (this is of course my interpretation for bloggers on
what Brett was getting at with his points).

Give them a Message

I suspect many bloggers work pretty hard on principle #1 – we craft our posts
carefully and work hard on communicating clearly – but perhaps the other two
elements are things that could lift posts to the next level in terms of getting people to
actually take action on the things we write about.

Giving a message of course means we ourselves need to know what we’re trying to
convey and what action we want readers to take at the end of posts. If we don’t know
what we want people to do it’s pretty hard to get action.
It’s also about communicating clearly and giving people a call to the action we want
them to take.

Make them Care

 When someone cares about what you’re writing – they have much more motivation
to take action on it.
 When someone cares they’re more likely to tell someone else about it.
 When someone cares they’re more likely to respond to you with a comment.

Communicate something to someone who doesn’t care and you might as well not be
communicating!

How do you make them care? I think it partly comes down to showing people how
what you are sharing with people applies to them, how it will make some aspect of
their life better, inspiring them with a picture of how things will be once they’ve done
something – it’s about getting people in touch with their feelings, fears, motivations,
values and desires and tying them to what you’re communicating to them.

Give them a Way to Remember It

Have you ever read or heard something that inspired you to go away and take some
course of action…. only to promptly forget to do it? I do it all the time. Sometimes I
don’t take action because I change my mind, sometimes it is because I get busy and
sometimes I just forget to do it (I’m thinking to myself ‘I’m sure there was something
else I had to do today).

It’s one thing to communicate clearly what you want and to get someone to care about
it – but a whole other thing to get them to actually take the action. A big part of
closing the deal is to give them a way to remember what it is you want them to do.

I’d love to hear Brett (or others) talk more about how he helps people to remember
what you say – but I find that I have most success in ‘closing the deal with people
when I give them something simple, achievable and immediate to do.

Five Principles of Effective Communication

Why don't people do what you ask them?
Enlarge Image

The problem with communication is the illusion that it has occurred. George Bernard Shaw

I’m sure this has happened to you: a colleague has just done the exact opposite of what you
wanted him to do. How can that be, you ask yourself. I told him exactly what I wanted. Yes,
maybe you told him but did you check that he was listening, that he understood, that he
agreed and that he would carry out the required action? Obviously not. The first principle of
effective communication is to get appropriate feedback.

The second principle of effective communications is to really connect with your audience. It
is a fallacy that the mere sending out of information is a communicative act. It isn’t,
especially in the current climate where everybody is drowning in information that
overwhelms on us all fronts. To connect with your audience you need to address their
different needs as partners because communication is a two-way process. You have to
decide what you want the outcome of your communication to be: are you trying to inform,
persuade, shock, praise, criticize, shame, please, inspire? Whatever your aim you need to
plan your message, and the medium for the message, to trigger the emotional and cognitive
responses that will ensure you engage your audience. And how do you know you’ve done
that? By getting the appropriate feedback of course.

I learnt this the hard way. As part of the induction for new staff, I used to produce a manual
containing all the operational information they needed. As time was always short, I would go
through the headings with them and tell them to study it at their leisure. But nobody ever
did. I was constantly bombarded with simple questions that were addressed in the manual.
But it was my own fault. I should have set up a properly interactive session and followed that
up with subsequent opportunities to study and discuss the information.

The third principle of effective communications is to listen and understand first. Don’t send
out a message until you know what your audience needs. If you are concerned about the
quality of somebody’s work, for example, don’t jump in and issue an official warning. First
find out what the employee’s perception is. Use active listening skills to really probe the
situation. Reformulate the employee’s words, for example, echo the last words of their
sentences, and invite them to say a little more if they are hesitant. That way, if you discover
the family has a seriously sick child or a big financial problem, you will start to understand
what is behind the poor performance. You can then decide on the appropriate action.

The fourth principle is to understand that communication is more than the surface meaning
of words. You need to be able to interpret other people’s messages. This is just another form
of feedback. Let’s say you make an announcement and your group is discussing the
information with you. They may feel inhibited about disagreeing openly, but read the signs
because you don’t have to be openly aggressive to show disagreement: note the body
language, the kinds of words they use, the tone of voice. Somebody who is receptive will
give you eye contact, will lean forward and will participate by asking questions, or offering to
assist in some way. Those who are not in favor will look elsewhere, maybe fold their arms,
use vague language instead of precise terms.

The fifth principle is respect. I don’t want to go over the top here because you may well ask
who is she to question the behavior of the world’s leaders? But it seems to me that many of
the international political problems we experience are the result of lack of respect for the
other party. Sure, it would be great if other nations didn’t want to develop nuclear weapons,
if they had democratic governments, if they weren’t religious fanatics. But we don’t produce
good outcomes by taking the view that western leaders know best. To communicate with
those we want to persuade, we need to respect them. Just because they don’t agree with
us, doesn’t make them inferior or wrong. They have cultural backgrounds and histories that
have led them to a particular course of action. Only by respecting that hinterland can we
expect to make progress towards cooperation. To translate that to the workplace, you will
only gain the cooperation of employees if they know you respect them. If you base your
communications on lies, if you try to mislead people, if you ignore their needs and rights,
they will see that you don’t respect them and they will lose respect for you.

So where does all this lead us? Simply to the point that if you are having communications
problems, you can now start analyzing where you are going wrong. What sort of feedback
do you allow for? Do you understand how to appeal to people’s emotions, their reasoning
powers? Do you understand what makes your audience tick? Have you tried to find out
about their real lives and what is important to them? And are you showing lack of respect by
trying to hoodwink them? By addressing these questions as fully as possible you will go a
long way towards improving the outcomes of your communications.

Five Principles of Effective Communication

Why don't people do what you ask them?
Enlarge Image

The problem with communication is the illusion that it has occurred. George Bernard Shaw

I’m sure this has happened to you: a colleague has just done the exact opposite of what you
wanted him to do. How can that be, you ask yourself. I told him exactly what I wanted. Yes,
maybe you told him but did you check that he was listening, that he understood, that he
agreed and that he would carry out the required action? Obviously not. The first principle of
effective communication is to get appropriate feedback.

The second principle of effective communications is to really connect with your audience. It
is a fallacy that the mere sending out of information is a communicative act. It isn’t,
especially in the current climate where everybody is drowning in information that
overwhelms on us all fronts. To connect with your audience you need to address their
different needs as partners because communication is a two-way process. You have to
decide what you want the outcome of your communication to be: are you trying to inform,
persuade, shock, praise, criticize, shame, please, inspire? Whatever your aim you need to
plan your message, and the medium for the message, to trigger the emotional and cognitive
responses that will ensure you engage your audience. And how do you know you’ve done
that? By getting the appropriate feedback of course.

I learnt this the hard way. As part of the induction for new staff, I used to produce a manual
containing all the operational information they needed. As time was always short, I would go
through the headings with them and tell them to study it at their leisure. But nobody ever
did. I was constantly bombarded with simple questions that were addressed in the manual.
But it was my own fault. I should have set up a properly interactive session and followed that
up with subsequent opportunities to study and discuss the information.

The third principle of effective communications is to listen and understand first. Don’t send
out a message until you know what your audience needs. If you are concerned about the
quality of somebody’s work, for example, don’t jump in and issue an official warning. First
find out what the employee’s perception is. Use active listening skills to really probe the
situation. Reformulate the employee’s words, for example, echo the last words of their
sentences, and invite them to say a little more if they are hesitant. That way, if you discover
the family has a seriously sick child or a big financial problem, you will start to understand
what is behind the poor performance. You can then decide on the appropriate action.

The fourth principle is to understand that communication is more than the surface meaning
of words. You need to be able to interpret other people’s messages. This is just another form
of feedback. Let’s say you make an announcement and your group is discussing the
information with you. They may feel inhibited about disagreeing openly, but read the signs
because you don’t have to be openly aggressive to show disagreement: note the body
language, the kinds of words they use, the tone of voice. Somebody who is receptive will
give you eye contact, will lean forward and will participate by asking questions, or offering to
assist in some way. Those who are not in favor will look elsewhere, maybe fold their arms,
use vague language instead of precise terms.

The fifth principle is respect. I don’t want to go over the top here because you may well ask
who is she to question the behavior of the world’s leaders? But it seems to me that many of
the international political problems we experience are the result of lack of respect for the
other party. Sure, it would be great if other nations didn’t want to develop nuclear weapons,
if they had democratic governments, if they weren’t religious fanatics. But we don’t produce
good outcomes by taking the view that western leaders know best. To communicate with
those we want to persuade, we need to respect them. Just because they don’t agree with
us, doesn’t make them inferior or wrong. They have cultural backgrounds and histories that
have led them to a particular course of action. Only by respecting that hinterland can we
expect to make progress towards cooperation. To translate that to the workplace, you will
only gain the cooperation of employees if they know you respect them. If you base your
communications on lies, if you try to mislead people, if you ignore their needs and rights,
they will see that you don’t respect them and they will lose respect for you.

So where does all this lead us? Simply to the point that if you are having communications
problems, you can now start analyzing where you are going wrong. What sort of feedback
do you allow for? Do you understand how to appeal to people’s emotions, their reasoning
powers? Do you understand what makes your audience tick? Have you tried to find out
about their real lives and what is important to them? And are you showing lack of respect by
trying to hoodwink them? By addressing these questions as fully as possible you will go a
long way towards improving the outcomes of your communications.