Communication |
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Succcess:
If you are serious about a solution, spend your resources
on communication. |
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Communication is the way you share
the process and build consent . You,
the participants, and the decisionmakers
need the best communication you can get to provide the information
necessary (both given out and received) for the solution and
process to succeed. Public involvement
is the way we make communication an integral part of decision
making. Talk to everyone early, often, and honestly.
Continually communicating with all participants and others
can help ensure you are addressing the right problem and that
related problems are identified and
addressed . |
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Why?
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Pitfall:
Any statements you make can and will be used against
your agency. Build credibility--our
statements must be consistent with your actions. |
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When all participants listen to everyone else
and clearly share their points of view, problems and potential
misunderstandings or trip wires are identified early.
Communication (both inside and outside organizations and
the team) is the major means of avoiding arbitrary
assumptions and adversarial relationships
from creeping into your process. Communicating also provides
a foundation for dealing with problems, conflicts
, decisionmaking .
All participants must communicate. The biologist who consults
under Section 7 of the Endangered
Species Act , for example, has as much a part in fostering
communication as the team leader. However, you may choose to
designate a team member to coordinate and facilitate
communication with groups outside of the team. Don't hesitate
to consult with public affairs, public involvement, conflict
management, or social analysis specialists. Shaping the Presentation
Recognize that people can comment on something more easily
than they can create. Rather than expecting the public to conjure
up full-blown proposals, give them something to react to--but
don't wait until you have every i dotted and in place. Give
people as much information as possible on decisions that have
already been made. For example, the description of a proposal
in a scoping meeting may leave the respondants with a large
amount of room to suggest ideas, other options, or refinements.
However, the description must be much more fleshed out and concrete
when describing the selected alternative in a hearing on a final
EIS.
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Methods |
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Think about the format of your message. Reports,
for example, help decisionmakers reach a balanced, informed
decision. However, people tend to shy away from thick tomes.
Summarizing the same information in another format would reach
more participants. You might publish a summary as a newspaper
supplement, a separate newsletter, or even as a bookmark for
the larger report. Consider video and audio tapes to show the
project area and explain the problem. People get most of their
information from TV and are used to this format. Internet and
E-mail avenues may also be appropriate.
If a method of communicating has some practical use in identifying
activities which would be appropriate for us to be involved
in, then the method is well worth keeping.
Communication methods abound, including:
- Face to face conversations
- Formal and informal meetings
- Informational billboards at a site
- Field trips and presentations
- Slide shows and displays
- Telephones (messages while on hold, 1-800 comment lines)
- E-mail (newsgroups, list servers, forwarding interesting
information)
- Internet (WWW pages, downloadable releases)
- TV, radio, and newspapers
- Video and audio tapes
- Pamphlets and brochures
- Letters and memos
- Routed articles, messages, and other information
- Information packets
- Business cards
- Restaurant napkins
The choice of technique and content must be tailored to
your process, where you are in your process, and who you are
communicating with.
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Timing
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Before you throw out that newsletter
or article--think about who else might be interested and
send it to them. |
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Diferent types of questions and communication
take place during various phases of the decision process. Ask:
- Who needs what information when to do what?
- Are we putting information out?
- Do we need information in?
- What kind of informaton?
- What level of detail?
- What audience/participants?
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Effective Communication
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The formal process outlined in NEPA,
Section 404 permits and other mandated decision processes
does not describe the informal
communication that allow people to work together to
solve problems. It is up to you to tailor the process
to the situation. |
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Communicators do more than get information
across--they interact and ensure that the participants and decisionmakers
work off the same reality. They keenly observe, pay attention
to the other participants, know when to smile and joke--and
when not to, and most of all, listen
perceptively.
When you present information:
- Always set the stage. Don't assume the audience knows
what you are talking about. (Don't let them assume that you
know what they are thinking, either!)
- Be concise and in context.
- Avoid jargon--use expressions everyone can understand.
- Mark fact as fact and opinion as opinion.
- Check to make sure that the audience understands.
- Answer questions and if you can't, then make a note to
get back with answers.
- Ask questions to elicit responses.
- Provide the context for your remarks define terms and
be upfront about agendas .
- Clarify possible myth-truths
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When anyone communicates:
- Listen for:
- Message
- What facts are stated? How do they relate to solving
the problem?
- Feelings.
- Is the speaker angry, frustrated, sad? Why?
- Values
- What values are influencing the speaker's perception?
Is the speaker open to new ideas or perspectives? Can
you put yourself in their shoes?
- Show you are listening:
- Summarize statements:
- Verify that you understand by summarizing what the
speaker said--ask "is this what you mean?"
- Indicate interest
- Use silence, body language, and acknowledging phrases
("I see," "Tell me more,").
- Don't dismiss an idea just
because some of it seems ridiculous or the person cannot articulate
ideas well or is unversed in technical matters. There may
be something valuable buried in there.
- Assess the context--what do the terms mean to the speaker?
What is the speaker's agenda?
We cannot overemphasize the need for you to communicate
clearly and concisely. The analysis and decisions you have made
for mboth the decisiomaker and the affected people. Too often,
we assume everyone knows logically what we haven't told them.
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Go On |
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Executive
Summary Tour Decisionmakers <------>
Partners |
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Helpful Hints
Tour Consent/Consensus
<---------> Credibility
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Dragon Tour
Partners <-------> Potential
setbacks--Avoiding failure |
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