The Adapt Blog

What we read, it’s style and its ability to convey authentic, meaningful messages – impacts our democracy.

Newspeak was a restricted, simplistic, fictional language of the Orwell’s totalitarian State Oceania.
The state used language as a tool to restrict the masses’ freedom of thought. Vocabulary was reduced.
‘Think’ became both noun and verb, the word ‘thought’ – no longer required, was abolished.
Spoken in staccato rhythm, the easy to pronounce syllables of Newspeak became automatic and unconscious – thought was short-circuited. By removing the shades of meaning from language, leaving simple polarising concepts -black and white, good and bad, the State was able to enforce its dominance. Shades of meaning, individuality and self-expression were lost as thoughts constructed outside of the party’s language was punished as ‘thought crime. ‘

When writing about communications in a world dominated by global ‘market-speak’, I sometimes I feel like an Orwellian ‘thought criminal’. ‘Content is indeed king’, and in this age of techno-determinism we need to be wary of whose content gets to ‘wear the crown’. Yes, we know that language evolves, but to question the ultimate impact of interconnected digital communication platforms which restrict the transmission of message through algorithmic filtering is now surely reasonable. The online human readability ‘sweet spot’ for content is set at a 12-year old’s comprehension level. What does it’s pervasive use in social media do to our ability to use language in ways which convey a greater depth of meaning and engage people in deliberative communication? Do these platforms restrict truly deliberative democratic dialogue? And is a technologically – constructed form of ‘Newspeak’ becoming our reality?

The heart of this issue is the way technology algorithmically-determines the transmission of written content. Substitute the Orwellian State with Corporate-owned techno giants and we have a ‘technological censoring’ of our capacity to transmit our messages and deliberate meaningfully. Add to this a powerful, influential autocratic leader’s circumventing of the 4th Estate using the Twitter-sphere and a point source of infauxmation with global reach creates a dangerously undemocratic realm of indeterminate ‘truths’. A post-truth world.

Content and context

Critical to conveying shared-meaning between author and audience, both content and context work together to ‘hook’ an audience. Readability– is about word length and popularity, sentence length and syntax and the aspects of visual presentation such as typeface, spacing and layout which determine a text’s legibility. Sentence length, word length -whether mono or polysyllabic, and the use of potentially confusing prepositional phrases, are all key elements of a text which are measurable and determine the age or grade-level comprehension of its readership.

Microsoft Word’s spelling and grammar checks test your document’s Flesch–Kincaid readability – analysing the ease with which the text can be both read and understood. The Flesch Reading Ease, and the Flesch–Kincaid Grade Level tests use the same core measures (word length and sentence length), but apply weighting factors in an inverse relationship to each other. A text with a comparatively high score on the Reading Ease test should have a lower score on the Grade-Level comprehension test. The most easily read texts average 5-6 words per sentence and are composed of monosyllabic words. The higher the readability, the higher the score (120 is the maximum) and the lower the educational level required to understand it. Grade 5- 6 or that of a 10-12-year-old is generally considered a ‘sweet spot’ for readability. That is, most people prefer and engage most-readily with text written for this this age level.

‘Voice’ is an attribute of a text which consists of a number of elements mashed-up to give the text it’s style. Who is speaking and from what perspective. How readily and logically the sentences flow, syntax, punctuation, how the pitch and tone imply a position and an emotional state, the use of imagery– whether formal, informal, objective or subjective- all interwoven so that the content matches the author’s intended delivery. So as much as a knowing the readership’s level of educational attainment, you need to know enough about ‘who’ your audience is to pitch it to appeal to their values and interests. Note President Trumps vocabulary and syntax…to whom does it appeal most ?

Appearance also matters. Legibility is about how easily you can actually navigate and literally read through a text. Some rules of thumb for written publications, left hand justified text, dark text on light backgrounds, no fluoro or bright typefaces on dark backgrounds, plenty of balance in the use of white space and the use of bullet points and other visually-orienting devices such as indexes, contents pages, banners, page numbers, things which move the reader through the text.

Importantly there is no right way to write …different audiences want different things and communicate within language communities that vary with culture, educational level, shared values, experience and interests. In the end what’s important is that people engage with your text long enough to read and understand its intended messages. Getting engagement with the message can be achieved by being as varied as the audiences with whom you communicate. The core message must contain shared value with your audience …so, its critical to know your audience. When designing any communication tactic, this is the key to creating relevant content whether publishing on or offline.

Context and medium

Anticipating how, when and where your audience will interact with your communications – whether written, visual, audio, or digital – is critical. The medium through which your message is channelled determines the context in which it is read – at a desk, on the train…whilst watching TV. The reader’s interpretation of a message strongly relates to context. Which media your audience prefers – the channels – determine their reading behaviours when using those media. Do they fully engage with the information; will they actually use it? What will they do with it? – will they keep it, read and discard it or share it with others…and how will they do that?

Much online writing is reduced to short, bite-sized sentences using simple words and phrases. This ensures that the content is able to be read by computer algorithms. Pre-set algorithms (formulae) determine each different channel or platform’s capacity to pick it up and transmit the messages across different reading and viewing contexts. Text situated in one context is readily placed in another because of the interconnectivity and sharability across platforms. The message needs to fit within a variety of different contexts to travel well. Algorithms and search engines are set around the 10-12-year-old reading level. SEO means constructing your message to fit with the algorithmic determinations.

When people say that ‘content is king’ this is part of the understanding they are trying to convey. By appealing to the majority through use of a conversational style using first person active voice – no specialised language – it has ‘mass’ appeal and is readily transmissible. The author has a one on one conversation with the reader within the readability level of a 12-year-old.

Now if you aspire to rule the Western world you’re going to exploit this human preference for simple language and syntax to gain support from ‘the masses’. Your messages will be carefully crafted to transmit simply over interconnected platforms to travel far and ensure uptake of your message. Furthermore, when you factor in peoples’ limited online attention span, the message may not even need to be as coherent as it is repetitive and memorable. Donald Trump uses simple monosyllabic words, and he repeats key words which trigger anxiety and fear in the audience. This motivates support for the guy who says he holds the solutions to these fear-inducing problems. The audience is conditioned through association.

Complex or specialised messages don’t readily transmit across interconnected digital media, their depth and scope is limited by algorithms which determine access and reach across platforms like Facebook, Linked-In, Twitter. Content needs to transmit consistently, independently of its surrounding context (the platform and media attributes) engaging the audience despite their physical interactions with the media. In short, only simple short messages cut through. So, maintaining message integrity in any context, requires that it’s content rules – is ‘king’. But – the king it seems is ideally suited to reign over a constituency with a twelve-year-old’s comprehension.

Adapt Strategic Communications: www.adaptstrategic.com.au

Vector set of faceted 3d crystal colorful shapes

Reliably evaluating program engagement across large participant communities has become easier. New technology doesn’t overcome the need for good program planning and management and evaluation using indicators, but it takes monitoring and evaluation of the social dimensions to a whole new level.

Capturing participant voice

I was recently introduced to SenseMaker , a ‘pattern detection’ software. As a sophisticated decision-support tool, it ensures social narrative as collected source data is not altered by significant levels of subjective filtering by the social researcher’s analysis. It allows insight into people’s perspectives, attitudes, and values in the domain of researcher interest.

Having worked in both International Development Aid and natural resource management – where community engagement is applied to resolve the complex issues which arise from the need to effect broad-scale social change within complex systems –  the value of such tools is immediately apparent.

Access to mass data sets

The software facilitates the ‘mass capture’ of the experiences and perceptions of research participants engaged in programs working within complex systems. It stores the meanings they attribute to those experiences in narrative form, and these response can be used to informs responsive engagement and inclusion strategies. It enables continuous program improvement.

Timely program response to emergent changes

The software detects weak signals, emergent opportunities or threats –  which gives insight into change as it emerges and allows for ongoing program adjustments and responses in real time. The evidence-based qualitative and quantitative data it generates is both directly and quickly accessible.

Sense-making of complexity enables timely responses to emergent patterns in fragmented social data from multiple sources and interactions.

The software features both statistical analysis and multiple visual displays of the patterns of perceptions so program managers  can compare critical elements of a complex system in real time. When applied to complex human social systems, the impact of a new engagement or inclusion initiatives can be tracked and adaptations responsively undertaken.

Probing complexity

‘Testable nodes’ where social and physical elements intersect within complex systems can be ‘probed ‘-  i.e. key management interfaces of social and natural landscapes or the patient and service delivery points within a health system – where human data is captured and analysed in real time using this software tool. Overall management system health and the effectiveness of the engagement interventions applied become understandable…making sense of complexity.

Adapt Strategic Communications: www.adaptstrategic.com.au

Engagement is about achieving change – in people’s awareness, attitudes, understandings and behaviours.

These changes in turn translate into impacts in the broader political and biophysical landscape. When developing an engagement project’s objectives – its outputs, practises, desired outcomes and efficiencies – firstly translate them into performance indicators which can express the engagement’s intended change impacts.

Indicators are both qualitative and quantitative in nature and express a change in the state or condition of things or people. So collect original baseline measures of these indicators where you can. By setting an ‘ideal’ – a target or performance indicator -and measuring it against the original ‘baseline’ – you can compare the before and after condition. In this way indicators effectively signpost your engagement’s impact or success.

OUTPUTS – the products or activity associated with the engagement.
Success indicators numbers of things done or produced through the engagement …information products produced, events held or contacts made.

PROCESS – those best practise, ‘critical success’ factors which are within your project management control. The how, with whom, when and where of the engagement process. Reach, accessibility, representative inclusion, understanding, value, timeliness and responsiveness of the engagement.
Success indicators – quality of the engagement e.g. …inclusion (e.g. all impacted where informed), reach (e.g. 80% of all targeted stakeholders participated) …value (perception of stakeholders of the worth of the process).

INTENDED OUTCOMES – occur in the short, mid or long term and have impact at varying scales in a change system…e.g. better understanding of issues and stakeholder needs, long term partnership-building, policy influence and change, improved relationship quality (reputation), better service delivery or cost-effective and equitable resource usage.
Success indicators – what happened as a result of the engagement …e.g. 16 new  policy recommendations, 5 new inter-sectoral partnerships created, improved reputation with corporate stakeholders, demonstrable improvement in knowledge amongst participants.

EFFICIENCIES – that the financial, human and other resource inputs delivered the outputs at a reasonable cost, reached the desired audience in an appropriate way, and achieved the desired outcomes.
Success indicators – the financial, human and other resource use effectiveness of delivering a product, activity or outcome e.g. for the time the professionally-paid people spent to promote, organise, cater for and deliver a seminar at an expensive venue, did you get a cost-effective ‘bang for your buck’ in terms of targeted reach, stakeholder attendance, change in participant understanding and awareness … and the desired strategic engagement outcomes for the mid and long terms?

What makes a good indicator?
It is…

  • Accurately and reliably representative of what it indicates.
  • Understandable…what it means is demonstrable and clear.
  • Measurable …there is a before and after quantity or quality.
  • Collectable, collate-able and interpretable …in a timely  manner.

And most  importantly,

  • Changes in it’s value will express trends which trigger real world political or practical adaptations in response to its change !

 Adapt Strategic Communications…strategic engagement planning and facilitation, www.adaptstrategic.com.au

Engagement evaluation …a reputational strategy

Engagement brings benefit to your organisation and the communities it serves and evaluation helps to ensure that those benefits accrue mutually. Stakeholder engagement adds value – it shapes the responsiveness, quality and effectiveness of organisational programs and services. In turn, your stakeholders capacity and investment in these outcomes is built through collaboration in planning, decision-making and getting things done.

In order to continue to get things done and accrue the reputational benefits of engagement- evaluation is essential !

Engagement evaluation can…

Gather information …about the effectiveness of its engagements outcomes and processes.
Add adaptive value…informing and improving future engagement planning, practise and activities.
Explain… the relationship between the critical elements of action, context and outcomes.

and it answer questions…

  • Was it successful?
    Evaluation is accountable to the engagement project’s performance in terms of its plans and actual versus desired outcomes.
  • What did we learn?
    Evaluation obtains new knowledge about the context in which the engagement occurred, including problems and opportunities that were unforeseen and which affected the project’s success.
  • How does this influence future engagement practise?
    Evaluation shares the knowledge and evidence from this experience and supports future adaptations in engagement practise

Engagement evaluation includes …

  • Engagement project plans which include scheduled and budgeted data collection, analysis and reporting.
  • Informal and formal consultation with participants to assess engagement strategies.
  • Steering committees to establish and interpret a project evaluation framework
  • Briefs to undertake evaluation through external contractors or consultants.
  • Reporting systems which contribute to knowledge data bases.
  • Systems of ongoing review for engagement projects, programs and policies

Engagement evaluation follows 5 key principles…

1. It is integral to an engagement plan

Ideally it is part of the ongoing, adaptive management of your engagement project or program.

2.It is a process which has structure and strategy

Whilst informal evaluation is a natural part of your ongoing engagement delivery, you must have measurable performance indicators which reflect the engagement’s objectives and anticipated outcomes.
The evidence you collect needs validity in terms of the engagement’s impact.

3. It is best developed with stakeholder participation

Maximise the engagements involvement of representatives from key stakeholder groups both expert, internal and external and in all or any of the evaluation stages- design, data collection and analysis, interpretation and reporting recommendations. Stakeholders are great informants, they contribute richer and more meaningful interpretations of an engagement’s success, and because they participated, they want to know the outcome. Stakeholder input lends greater legitimacy to recommendations and they benefit from their involvement in evaluating the engagement.

4. It considers the context and associated social risks and modifies its methods accordingly

Are the performance criteria appropriate to the context – politically, socially and culturally?
Is the engagement around controversial issues or contested stakes?
Are there tensions between government and community or between sectors?
Can the expectations set by the engagement be met?
Do stakeholders have both the time and willingness to participate in evaluation?

5. It’s scale and scope reflects the engagement’s purpose, audience and impact intensity

Corporate engagement and government, public engagement require different approaches.
The former would look at informational, attitudinal and behavioural impacts and effects on reputational parameters. The latter is more likely to involve ongoing, systematic reporting, steering committee oversight and external evaluation. Matching the scope and methods of evaluation to the engagements original objectives and desired impacts is important. It’s scale should match that of the engagement undertaken – as a rule of thumb allocate no more than 10 % of a project budget to its evaluation.

Be sure to get the thumbs up from your engagement by building evaluation in to your original engagement planning…Adapt Strategic Communications…www.adaptstrategic.com.au

Let’s face it, meetings can be tedious, unproductive and boring.
Many facilitators are probably like me – driven by a need to fix this and get the most out of people and their time spent together…and hopefully have some fun along the way.

Use light footprints

When people want to work together to get something done, a facilitator acts as a catalyst to empower a group to collaborate in a democratic way in order to achieve it. As low-key practitioners they lead from behind, present but observing interactions and guiding the group as a whole towards its shared objectives. As an avid people watcher and experienced facilitator, I still find myself adopting the characteristics of this role even in social situations.

Maintain a content-free focus

Groups usually come together to discuss ‘the what, why and how’ of an issue, problem or opportunity- its content. But it’s not the content that determines a group’s ability to interact effectively to get the job done. The process- how the content comes together through people’s interactions- determines the creation of a successful outcome through and on behalf of a group. Facilitators are both group process and people-focussed, they don’t concentrate on the content, participants deal with this.

Shaping space, not people

Facilitators understand and work with group process skills to create conditions which enable  the relationships between the individuals in a group to build. They understand the different roles that people adopt in making a group work successfully. How people behave in groups, express their different interests and personal dispositions- and the processes of participative interaction which get particular outcomes.

Good facilitation understands that the spaces created for human interaction shape the participants’ behaviour just as much as their own perceptions shape their behaviours towards one another. Facilitators shape the stages of interaction, creating the spaces in which dialogue will deliver a desired solution from the group. They balance between ‘open’ and highly structured processes – according to the needs of the participants and the result they seek.

Servant of the group

They assist the group in agreeing what its shared intentions are, what they want to achieve by working collaboratively and when. Facilitators strategically design and manage a process which creates interactive spaces or contexts which get the best out of participants, their content and ideas. By shaping this space effectively, they enable people to generate and evaluate what is required to achieve the goal they share. The facilitator neither contributes to nor evaluates ‘the content’. As practitioners of servant leadership, their neutral disposition enables them to focus the energy of the group towards achieving a common goal. It’s not about them – it’s about the group.

Balance through principled practice…

They ensure best-practice principles of interaction within the group – maximum, inclusive participation of all in the group, equity in voice, transparency of process and shared benefit in reaching an outcome. Facilitators protect participants and their ideas from attack and give positive feedback and recognition to both individuals and the group. They enable a group to co-create its own norms of acceptable behaviour, challenging inappropriate or idiosyncratic behaviours. A facilitators’ task-focus moves the group towards its goals whilst also attending to relational aspects between individuals.

Observant and intuitive

Balancing these group needs whilst against the tendencies towards convergent groupthink or unhelpful levels of interpersonal conflict is a key. This takes self -awareness and skill in observing and interpreting group dynamics. They can read paralanguage and assess the mood and energy of a group. A good facilitator will objectively identify problems which are holding the group back from its goal, the tensions and blocking issues and reflect back on the way the process is for them or not.

‘Know how’ and a tool kit !

By shaping spaces for monitoring and evaluation work, a group’s problems and goals to be identified, solved and evaluated in a systematic manner using Action-Research learning. Using communications practices such as ‘reflective listening’ enables the group to better understand and shared meaning, ‘strategic questioning ‘uncovers the values driving issues …’focus groups’ explore their issues and harvest opinions, ‘nominal group technique’ enable problems, issue or actions to be prioritised…There are a lot of tools in the facilitators kit.

Most of all, a skilled facilitator has the interpersonal attributes, process knowledge and skill to work well with groups. Using a skilled mix of participative learning and consultative techniques they enable people in groups to generate ideas, explore, analyse, deliberate and plan together.

Facilitators love helping people to adapt to complicated and complex worlds – it’s part of who they are.

Nicola Wright is a communications professional who works with projects, programs, and organisations who deliver social and environmental value. ADAPT Strategic Communications custom-builds and facilitates engagement strategies. Find her on www.adaptstrategic.com.au

1. Check tides and currents.

Like fish need food, we seek out content, pulling it off the net in all manner of formats with a variety of platforms and devices.Which content is accessible to us is determined by format-specific algorithms which moderate it’s flow across platforms and channels into different devices to be consumed by information-hungry ‘fish’ in all manner of situations.
Your content’s meaning needs to remain intact and ‘on the hook’ as it shape shifts across these different contexts. Re-structuring it for style-format conformity, prevents it from being misinterpreted -there are potentially disastrous consequences for reputation if you don’t.

2. Fishing is competitive – the scale is oceanic !

After identifying gaps in online content you can set about filling them in. Like baiting fish, your target audience needs to be able to seek out and detect your messages in oceans of competing content. If it’s bite-sized, the currents take it further across the oceans of online information. In small chunks it’s more readily analysed and prioritised by the search engines serving online information seekers. Small audiences will ‘school’ around your ‘bait’, selectively pulling it from all the ‘online’ sources available. It’s competitive fishing – remember, your audience’s only commonality is the online medium they share, they’re pelagic and their range is global.

3. Bait your hook with value.

Truth is, fishing is always easier with a fish-finder, that’s where search engine optimisation (SEO) comes in. Search engines explore and identify content’s values using the semantic analysis of format-specific algorithms. Social values are at the heart of the opinion and commentary of social media networks. People connect or disconnect according to the degree to which a network’s core values are shared.The nature and relevance of your products, services and advice, and their delivery express core values and they’re reflected in the key search parameters your customers, clients and partners will use. So logically, the degree to which your message offers this ‘shared value’ or ‘mutual benefit’ determines your capacity to attract a relationship between your organisation, project or service and a suitable audience. Effectively expressing this value in online content determines your ability to attract the right audience for your organisation’s purpose. So whilst content is king in one sense, knowing your audience remains the key to creating relevant content.

In short, value is bait. Embed it in your content. It attracts the fish according to how well you understand what it is they need to know and where they will look for it. Know where they share value with your content.  Use SEO, know and feed their information-seeking habits. Then you can try to hook them.

4.  Use bait not burly.

You need to cast out wide, maximising the reach of your content to ‘hook’ the right fish.
Content simplicity broadens your message’s scope for achieving shared value as it flows across different formats and audience contexts. But online ‘mass’ reach sacrifices interactivity and dialogue for sharing and following.

‘One bait fits all fish’ communication styles appeal to a lowest common denominator and the attention-deficient and time-poor. Content served up in bite-sized pieces written for a 10-year-old reading age sweet spot requires less interpretation. Short messages with succinctly expressed value, stories and rich media are preferred bait. Memes and ‘7 habits of’ articles are short, sharp hooks which attract the fish and win out over in-depth, complex subjects and educational pieces. But they’re often incompletely digested as the average online attention span is only 8.25 seconds. A goldfish has a longer!  So,whilst reductionism provides restrictive criteria for keenly crafting your fishing rig with sharp hooks of key messages, such generically-styled information often misses the audience altogether. More like burly than bait, it flows rapidly in currents of conforming content, only gaining the reader’s partial attention or message comprehension.

5. Avoid rubber worms and fish-kissers.

Smart fish learn to avoid the hard sell tactics of  e-marketers with their ‘rubber worms’. Unsatisfied by freebies and whitepapers scattered in the water, they get upsold to online courses or e-books in which the first 10 pages are a tick box survey designed to position them as the needy subject of their future services. Time poor, attention-deficient fish partially consume this ‘infauxmation’. Just like the re-useable bait-infused rubber worm, the infauxmation catches the fish, but it’s then kissed and put back in the water. The fish feels used, the fish-kisser gets a bit of exposure, but the fish learn to avoid the bait.

6. Net BIG fish and find niche habitats.

Your online fish school in social media networks to share information and express opinion. Relationships of shared interest and value connect them. Share-ability is a key quality of the content, delivering reach, and driving them back to its original source. Coordinating or reporting events, profiling people, projects or organisations. Product, technology or service descriptions and stories of their application- in audio-visual formats. It’s all good bait to use in social platforms.

Each fish’s relationship quality and quantity – and each format’s algorithms determine reach as content flows between them. ‘Mass’ reach best achieved via ‘Big fish’ -key influencers and thought leaders, who champion and amplify content amongst their network connections. Hook them with your value. Unfortunately, most big fish are celebrities and politicians … not much ‘thought’ going on there. Fish in ‘niche habitats’ engage in richer, deeper interactions around common issues and causes. But be aware that as people rarely seek information which disconfirms their beliefs and values, so their information-seeking can result in a set of self-referential relationships between assumptions, meaning and belief-endorsing conclusions. Unchallenged perceptions tend to crystalize in these niche networks.
So target value-affiliates to advocate your content and increase message exposure.

7. Test the waters and land your haul.

Measuring your contents’ impact online …means probing the waters in which you’re fishing to measure indicators -sentiment ratios, idea impact, topic trends, conversation reach, advocacy, share of voice….and so on. This is time-consuming so firstly focus on co-creating value with your information seekers- use the right bait. Express your product or service within an emotional or lifestyle appeal, placing your values at the heart of your content. Present your unique value system to potential ‘value partners’. Avoid hard-sell online tactics or ‘fake bait’ but catch your fish using authentic voice, an original point of view and genuinely shared value. Happy fishing.

team paper

  • Are you a team member or a group member?
  • Is your group forming, storming, norming or performing?
  • Do you make participative decisions and get things done?

Collaborating with people in groups can be energizing and fun.
For some years I was lucky enough to engage interesting and inspiring people to work together in groups in an extensive citizen science program I established in the World Heritage water catchments of Far North Queensland. These people became effective teams of collaborators able to partner with other stakeholders to resolve environmental issues.

Over the years I learned much about the diversity of people’s opinions, understandings and behaviour in groups. Making a difference by working with people in groups should be fun and worthwhile – for everyone involved.

Supporting groups so they can develop and work effectively involves some key considerations…

1. Be purposeful and purpose-clear.

Does everyone agree on why you’re a group and what you want to achieve?
Establish a sense of shared identify and purpose at the outset.
Invest time in scoping and bedding it down whilst the group is ‘forming’.

2. People make things happen.

Members bring valuable skills, knowledge and approaches to teamwork.
Get to know your membership at the outset – everyone has something of value to contribute to the group.
Each member should be interested in knowing who they’re working with and what each person contributes to achieving group outcomes.

3. A group’s capabilities should reflect those of its members.

Groups are a unique – each expresses the diversity of the individuals whose collaboration makes them work.
People come from diverse backgrounds, worldviews and positions on the topic, issue or project, so as individuals their group participation style varies. Sometimes it’s useful, sometimes it’s not.
In the ‘forming’ stage, a facilitator can create a ‘safe’ environment for the group to establish itself and begin to work collaboratively. Members need to develop and own a set of ‘ground rules’ for participation… and stick with them.

4. Effective group communication is critical to success.

There may be some initial ‘storming’ amongst participants as the group establishes itself as a working group.
Members will challenge others ideas and opinions, some individuals will tend to dominate in time, voice or decision-making. Groups can lose their way, lose members and reputation if this stage is allowed to become destructive.
By establishing and facilitating clear processes of both face-to-face and mediated communication, everyone can voice their feelings and opinions as well as their ideas.
Whilst all members should have equal voice, achieving balance between group productivity and individual need, requires some skill in group moderation.

5. Eventually a shared set of ‘norms’ – a ‘group culture’- emerges.

Behaviour, language and how the group relates to the rest of the world is uniquely shaped by its members.
It now has the potential to be a team, provided it doesn’t slip back into the storming phase.
The group has a ‘collective’ life of its own and is moving as a cohesive, ‘norming’ group.
Mutual accountability for the group’s achievements is becoming understood by all in the group.

6. Performing’ occurs when the group is effectively working towards its goals.

A team has emerged.
Information and ideas are being contributed, elaborated and clarified. Opinions are freely given, options generated, prioritized and tested. Plans are being developed, decisions made, tasks attended to and strategies delivered and adapted. Problems get solved and work gets done.
Achieving all this requires group cohesiveness and an intelligent use of the abilities and aptitudes of individual members.
Skilled group facilitation remains a priority. It prevents the group from returning to previous stages of development, maintains the group momentum, disrupts the convergence of ‘group think’ and manages unhealthy conflict or the dominance of individuals.

7. Group ‘ego’ needs to be healthy to maintain and sustain.

Through shared ‘social learning’, a mature team emerges.
It is capable of independently making the decisions which progress it towards its goals and these goals can be re-evaluated. It can constructively review its processes and approaches – and make adjustments and changes as required to get the job done.
A self-aware, sociable, inclusive and relevant team will be one that others want to join.

Nicola Wright is a communications professional who works with projects, programs, and organisations who deliver social and environmental value. ADAPT Strategic Communications custom-builds strategies to sustain your stakeholder engagement and achieve key performance objectives. Find her on www.adaptstrategic.com.au

There’s no ‘one size fits all’ approach to writing, with the ubiquitous nature of online communications, you could come to believe that all communications are personal narratives, 850 word blogs or ‘7 ways to, habits of or must-knows’. People tend to read hard copy, printed materials for information rather than for entertainment or checking other people’s opinion or feelings. So when creating  controlled media to promote your organisation’s services, people or issues – keep it simple and direct – no extras. Although these ‘working’ documents aren’t narratives, this doesn’t exclude the use of mini-case studies, personal stories and quotes within the broader copy to add human interest and build the readers emotional connection to the content.

Format determines function.

Writing for public relations requires an understanding of the importance of format and context as much as the needs of the readers who use the information you provide.  You want message uptake and action from your readers, and this depends on where your readers are and what role your information plays in their particular circumstances. By using specific communication formats as they were intended, you will best ensure that the result is readable and the message is readily  taken up.

Formats are designed for the context in which they will be received and read, by those who want or need that information. Messages are shaped within the limitations of these formats. As in all communications, writing style converges to formulas best-suited to delivering content in that specific format. Examples include the media release, newsletters, blogs …etc.

Does the brochure still have a role at all amongst the range of print and digital communication tools available?

Brochures are mundane but useful tools. They can be put on the fridge door, left next to the phone or passed on to someone without access to online media or expert sources of information. The reality is we still sit around and read what’s on the lunch tables at work or seek specialist advice and consult in face-to-face interactions. We still go to outlets and pick up information in hard copy formats to take away, read later or use immediately.

Brochures are designed with a type of person (target) and their information needs in mind with consideration of their distribution context and time. Both recipient and context are targeted and specific. Any tactic and its tools, whether print, audio, visual or digital must sit logically within a suite of options aligned to an operational communications plan which sits again within the overall corporate or project engagement strategies determined by the corporate plan, program or project design. It can be thought of as part of an operational tool kit, given strategic value through its messaging and manner of deployment.

The popularity the of humble bi-folded, A4-sheet brochure has been largely superseded. A diverse range of channels and formats now available and capable of greater message scope, reach and penetration override it’s pre-digital use. This can only be a good thing given that so many people mis-used brochures as a ‘one size fits all’ approach to information delivery with often dreary and unreadable results. If they are not used as intended, the become part of the waste stream- this wastes both trees and money.

The format is a means to an end-delivering message content.

So like all good communications practice, it’s use to solve a communications problem responds to an operational question:
“Who is my target audience, what am I trying to get as an outcome of communicating with them -and what are their preferred channels and formats in the range of engagement situations available to me?”
Think of the context in which your brochure will be used – is there a better tool available? If the answer is ‘only a brochure will do in this situation’, then start designing the brochure within an organising concept which responds to this reasoning.

Visual impression is critical to all formats.

If a brochure looks like too much effort to read, it won’t be read, your reach fails at first glance.
Structure the written piece – through formatting, headlines, bullets, numbers and eye-catching themes. Use the minimum number of words to convey maximum meaning- it’s an efficiency of writing that you’re aiming for.

If the brochure describes your organisation, it allows people to know who you are, what you offer and why. A descriptive 6 panel brochure for an organisation can cover one topic per panel; a branded cover page, the problems you solve – or the reason you exist, your solutions, the people who deliver the service and the way in which you do it.

The accompanying take-away fact sheet and brochure on this subject takes you through the thoughts and actions required to effectively design your own brochure.

Image _Brochure

ADAPT Brochure about brochures_print ready_ May 2016

PUB FACT SHEET_print ready _brochures