ID2K Doc Styles

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Published on February 4, 2008

Author: Raulo


e. e. cummings vs. Shakespeare: An Unlikely Literary Comparison of Documentation Styles in Corporate Organizations :  e. e. cummings vs. Shakespeare: An Unlikely Literary Comparison of Documentation Styles in Corporate Organizations Necie Elizabeth Young Marianne A. Broyles Shannon Thurman Tom Weathington So What?:  So What? To understand organizational change and recognize the associated behaviors To understand resistance To develop strategies to address resistance To be flexible and adapt—it’s up to you Ground Rules::  Ground Rules: Participate fully in the discussion and the exercises Share your experience and knowledge Respect everyone’s point of view Are there any other points you would like to add? Why does this matter to me?:  Why does this matter to me? Brain Teasers:  Brain Teasers ACUM Brain Teasers:  Brain Teasers U S T I Brain Teasers:  Brain Teasers more it it thani The Soft Stuff is the Hard Stuff:  The Soft Stuff is the Hard Stuff …because an organization’s “output” mirrors its “input.” Consider the following: phrasing of “WANT ADS” marketing / PR materials job descriptions adherence to “standards”  Traditional vs. Non-Traditional Structure:   Traditional vs. Non-Traditional Structure Shakespeare takes on the Big 5 Firms? Iambic pentameter in cascading style sheets? Streams of dot-comsciousness? Cummings & the ad agency? Consider the following…:  Consider the following… TRADITIONAL STRUCTURE::  TRADITIONAL STRUCTURE: Shakespeare—iambic pentameter; metered; conformed to style; creativity within confines of structure (but not always strict adherence) Dickens—verbose; template-story based; formalist-style of language and punctuation Large accounting firms / manufacturing companies / health care organizations Linear structuring High level of detail in hierarchy Formal instruction Corporate style sheets / grids NON-TRADITIONAL:  NON-TRADITIONAL e e cummings—nonconformist; unconventional; free thinking; stream of consciousness Hemingway—plain language; descriptive & creative, yet to the point; Smaller less linear organizations Plain English standard Minimalist document design & punctuation Stream of consciousness More matrix organizations Ad agencies “idea companies—internet start-ups” Web design—structured but still not according to strict paper adherence guidelines – yet growing in that realm Consider the following dialogue from the character Philostrate from A Midsummer Night's Dream: :  Consider the following dialogue from the character Philostrate from A Midsummer Night's Dream:   A play there is, my lord, some ten words long, Which is as brief as I have known a play; But by ten words, my lord, it is too long, Which makes it tedious; for in all the play There is not one word apt, one player fitted: And tragical, my noble lord, it is; For Pyramus therein doth kill himself. Which, when I saw rehearsed, I must confess, Made mine eyes water; but more merry tears The passion of loud laughter never shed. D-re-A-mi-N-gl-Y:  D-re-A-mi-N-gl-Y By e. e. cummings Slide15:  D-re-A-mi-N-gl-Y   leaves (sEe) locked   in   gOLd After- gLOw   are   t ReMbLiN g   ,;:.:;,   e. e. etc.:  e. e. etc. Job Titles / Descriptions Departments Internal Protocol and Corporate Culture FedEx Planes and Iambic Pentameter Coffee, Tea, and D&T All about org charts Change: is situational: the new site, the new boss, the new team roles. Transition: is the psychological process people go through to come to terms with the new situation.:  Change: is situational: the new site, the new boss, the new team roles. Transition: is the psychological process people go through to come to terms with the new situation. Change Curve:  Change Curve Time Performance Transition Phase Objectives Minimize A: Duration of performance drop-off during transition phase Minimize B: Depth of performance drop-off during transition phase Maximize C: Continuous improvement Transition Curve:  Transition Curve P A S T F U T U R E Internalization Denial (SHOCK) Resistance (LOSS) Commitment (CONTROL) Exploration (CONFUSION) I’ll believe when I see it. Emotions: Behaviors: Lost Denying Bewildered Ignoring I do have a future Emotions: Behaviors: Hope Living Life to the Fullest Confidence Having Lots of Energy Maybe I can make a deal! Emotions: Behaviors: Anger Getting Sick Confusion Whining,Blaming I have to get a life! Emotions: Behaviors: Hope Soul Searching Indecisive Learning New Skills Externalization Transition Curve:  Transition Curve Comfort/Deny EMOTIONS: BEHAVIOURS: Unspecific Anger Denying Anxiousness Minimizing Lost Ignoring Bewildered Refusing to hear new Information Unaware of others’ presence Stupefied SHOCK THOUGHTS: This will never happen! This cannot be true! I’ll believe it when I see it! I’ve heard this all before and nothing ever happened. Agree/Believe BEHAVIOURS: EMOTIONS: Living life to the Fullest Confidence Having lots of Energy Hope Understanding other’s Situations Sense of Future Co-operation Sense of Direction Mobilizing Resources Enthusiasm Making New Associates Power Freedom THOUGHTS: Focus I can do this. Commitment I know this is right for me. Balance I do have a future. CONTROL Challenge/Resist EMOTIONS: THOUGHTS: Anger They (or God) cannot do this to Hatred me! Anguish Maybe I can make a deal. Vengefulness I am entitled to this! Insecurity Confusion BEHAVIOURS: Moodiness Whining, Pouting, Blaming Disinterest Bargaining, Pleading Distress Scheming LOSS “Shadow” Behaviour Refusing to Work or Co-operate Bringing up History Banding Together Getting Sick Compromise/Explore THOUGHTS: EMOTIONS: Maybe there is hope. Insecurity What can I do? Hope Let’s get on with life! Anxiety I have to get a life! Bitterness Indecisive BEHAVIOURS: Energetic Soul Searching, Self Analysis Excitement Identifying resources Enthusiasm Identifying Needs, Wants, Desires Self Doubt Exploring Ideas Lack of Direction Learning new Skills Unfocused Self consumed Scattered Distancing from others CONFUSION RESISTANCE:  RESISTANCE Resistance is a normal reaction to change.:  Resistance is a normal reaction to change. Three Levels of Resistance:  Three Levels of Resistance Level 1 - Based on Facts Level 2 - Based on Emotional and Personal Level 3 - Deeply Entrenched Level 1 - Based on Facts:  Level 1 - Based on Facts Lack of Information Disagreement with the idea itself Level 2 - Emotional & Personal:  Level 2 - Emotional & Personal Loss of power, loss of status, loss of face or respect Made to seem incompetent, mistrust Disrupt a well-ingrained status quo, ingrained structure Fear of being left behind Worn out (too much change) Support for a New Idea:  Support for a New Idea Naysayers 5%-10% Silent Majority 80%-90% Zealots 5%-10% It will never work Great idea! Go for it! Level 3 - Deeply Entrenched:  Level 3 - Deeply Entrenched Any of the 2 forms plus Historic animosity Conflicting values Why People Resist:  Why People Resist They experience loss of: Turf space, power, responsibility Relationships-mentors, friends, group membership Structure, familiar work, schedules Future dreams, hopes, aspirations Meaning, purpose, reason for doing things Control, influence, options, choices, decision points Observing Resistance:  Observing Resistance Confusion Immediate criticism Denial Malicious compliance In your face criticism Easy agreement Deflection Silence Sabotage Build commitment to change:  Build commitment to change Allow room for participation in the planning of the change Leave choices within the overall decision to change. ( ie. Validation process) Provide a clear picture of the change, a “vision” with details about the new state of events. Share information about change plans to the fullest extent possible. (in a timely fashion) Divide a big change into more manageable and familiar steps. Minimize surprises; give people advance warning of new requirements. Allow for digestion of change requests - a chance to become accustomed to the idea of change before making a commitment. Repeatedly demonstrate your own commitment to change. (walk the talk) Make standards and requirements clear - tell exactly what is expected of people in the change. Offer positive reinforcement for competence; let people know they can do it. Look for and reward innovators and early successes to serve as models. Help people find or feel compensated for the extra time and energy that change requires.(long hours, multiple initiatives) Avoid creating obvious losers from the change. If there are some, be honest with them - early on. Allow expressions of nostalgia and grief for the past - then create excitement about the future. (don’t sugar coat new processes) Reasons People Accept or Welcome Change:  Reasons People Accept or Welcome Change Status/Prestige/Financial Gain Support and personal contacts Increased security Better working conditions More authority Respect the leader of the change Have opportunity for input Feeling that it will improve the future See the change as necessary Like the way it is being communicated New Challenge Takes less time and effort to change than stay the same. Lesson Learned? To thine own self (and audience) be true! :  Lesson Learned? To thine own self (and audience) be true! Contact Information:  Necie Elizabeth Young: Marianne Broyles: Tom Weathington: Shannon Thurman: Contact Information

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