10.03.08 Chapter 8 & 19

Chapter 8 is all about how to develop an effective writing style. We have already learned about understanding your target audience, so the idea behind guideline 1 falls right in line with that. How formal and how personal need to be determined when you create your communications. Another important aspect to this s the voice that you use when writing. If you sound condescending to the reader they immediately will head to the defensive. It is more important to find a way to communicate to your reader in a way that will be received well and garner the response that you are after. In my experiences I have had communications from authority figures that throws you off from the very start. It automatically brought me to a combative state and I had to begin preparing my defense. When a communication is not written in the proper tone it usually has the opposite effect than what was intended. I feel that you can get much more accomplished by communicating in a way that is collaborative. Does anyone agree?

Chapter 19 covers managing client and service learning projects. Client centered projects have a different approach than projects for your employer. Most importantly you need to understand what your client wants. If you can't thoroughly do that you are dead in the water from the start. Getting started on a project like this requires that you also learn about the organization that you are preparing it for. Clients really appreciate it when they can tell that you did your homework and put a lot of though into the project. It can go a long way in persuading the client. Guideline 5 talks about constant communication with the client. I can say from experience that this is very important. Staying in constant communication can save you a lot of time. Rather than making assumptions, you get clarification on issues before the fact rather than after. Huge time saver. You never want to have to revise when the whole situation could have been avoided. Does anyone else hate wasting time at work?