BSCO 400 UP Communications User Manual for A Coffee Maker Discussion

BSCOM/400: Technical Communication
Week 3 – Apply: Summative Assessment Technical Writing Plan
Materials
Textbook
Jarrard, L., & Ngo, P. (2021). Technical communication (1st ed.). MyEducator, LLC.
Course Tools
MyEducator
Select a technical writing topic of your choice. You may choose 1 of the case studies or
deliverables from Topic 2.4 or 2.5, or you may choose to outline an external deliverable, such as
a user manual for a household item that you use regularly or a grant proposal for a cause that
you are invested in.
Draft a mind map to help plan the essential areas of your white paper, an e-book, grant
proposal, or instructional materials. Map out the following:
• Identify your audience.
• Identify your communication goals.
• Research the approach for the document you want to create.
• Identify major topics and subtopics that your material will cover.
Create your mind map using Microsoft PowerPoint, Word, or alternative document software.
Review Topic 9 for mind map examples.
After the completion of your mind map, prepare a brief reflection, approximately 350 words or
fewer, that analyzes your planning process, by addressing the following:
• Explain why you included the elements that you did within your mind map.
• Evaluate whether you feel that the process of creating a mind map helped you
conceptualize the deliverable that you planned. Explain why or why not.
• Explain whether you would utilize this process again for outlining a project in the future.
Explain why or why not.
Cite at least 2 sources beyond your textbook to support your assignment.
Format your assignment according to APA guidelines.
2.4Best Practices in Internal Communication
When Technical Communications within an
Organization Are Not Aligned
Sometimes there are inefficient internal communication processes that negatively
impact corporate culture. These can range from software that is a mismatch for the
needs of the company to communication channels that aren’t collaborative.
Figure 2.7: Inefficient internal communication is a headache for everyone
involved!
Photo by Andrea Piacquadio via Pexels.
Long, formal emails sent by managers and stakeholders can also negatively impact
morale and feelings of corporate cohesiveness. These inefficiencies can cost
money, and if not money, certainly human energy and other resources.
Internal communication blunders are very costly for an organization. According to
one study, up to 60 percent of businesses do not have a long-term internal
communications strategy (which strategies should always include those who are
adept in technical communications).1 Without a theoretical and practical approach to
long-term internal communication strategies, a company leaves too much to fate.
A breakdown in communication can lower employee morale, leading to reduced
productivity and increased organization turnover. A recent Gallup poll suggests
losses in productivity cost the US $550 billion per year.2 Replacing an employee can
cost a company as much as 30 percent of that employee’s annual salary.
Mistakes in internal communications include using outdated or outmoded
communication strategies, not collecting employee feedback, or not providing
employees a safe space to communicate internal struggles, fears, or concerns.
Roadblocks to Effective Internal Communications
•
Closed, inauthentic communication styles, processes, and procedures.
•
Ineffective communications tools and processes. The wrong software as a
service (SaaS) program could also contribute to this. While SaaS programs
are designed to help with internal communication processes, use of too
many of these programs can also end up hindering communication by
overcomplicating what could be clear processes and protocols.
•
Managers who lack the ability to effectively communicate with employees.
•
Employees that don’t have the right tools, resources, or systems to support
effective communication with their managers, stakeholders, or collaborative
team members or coworkers.
•
Lack of teamwork in solving communication problems. Research shows
collaborative ways of working promote innovation.
Effective Internal Communication Strategies
Technical communicators are often charged with applying IT solutions to build a
unified information environment for an organization. Technical communication
strategies can set the standard for achieving organizational goals internally, then
extending this culture outward to the public, to clients, and to customers. 3
Figure 2.8: Effective internal communication.
Photo by Brooke Cagle via Unsplash.
To effectively collaborate, teams should use information and communication
technologies (ICTs) that adequately support the complexity of the tasks required to
meet an organization’s needs.4 Developing a long-term communication strategy
should also include moving the organization toward full digital maturity.
There are three key steps to successful internal communication. Before beginning
any internal communication venture, ensure you implement the following steps as
the basis of your strategies throughout the process. Repeat the steps throughout the
process, starting with larger and moving to smaller tasks and initiatives. 5
•
Secure Understanding
•
Nurture the Audience
•
Motivate to Action
Steps to Secure Understanding
Ensure the message is clear, concise, and easy to understand for your audience.
Using data and IT solutions to drive the conversation, begin creating a strategy that
will benefit your organization.
•
Conduct a full communications audit to show communication weaknesses
and strengths. This process should involve management and
stakeholders.6 The audit includes conducting research. Use tools such as
employee surveys and other data collection tools like Google Analytics.
Surveys could also gather data about public and stakeholder attitudes and
reactions.
•
Collaborate with leaders for goals and KPIs (key performance indicators) to
measure progress and track completion of tasks.
•
Ensure that technical communications align with the company’s ethos,
mission, and culture.
•
If the organization could benefit from updating their corporate social
responsibility plan (CSR), consider weaving this update into long-term
technical communications planning.7
•
When collecting data, incorporate the four main elements of research
methodology: measurement objectives, data collection, recommended
surveys, and reporting a plan (as discussed in section 1.4).
Steps to Nurture the Audience
The message should be understood and agreed upon as being beneficial, impactful,
and likely to move the organization toward its mission, goals, campaigns, and
initiatives.
Figure 2.9: Nurture the audience.
Photo by fauxels via Pexels.
•
Engage employees fully in company information and news, including
building and enhancing organizational culture.
•
Ensure that managers and stakeholders understand how the way they
communicate impacts employee’s morale, personal investment, and
productivity. Strategies for implementing feedback should encourage
intrapreneurship, safety, and cohesiveness, and should be communicated
and supported using effective protocols.
•
Ensure that technical communications align with the company’s ethos,
mission, and culture.
•
In the form of reports, instructions for use of technical content, and
instructions for best communication strategies, provide well-written and
coherent documentation of what is working and what is less effective.
Analyze data.
•
Communicate daily using technical communication processes that are
enhanced with effective software and streamlined protocols. If you don’t
streamline your processes, you’ll burn out employees, and managers and
stakeholders will be less effective leaders.
•
Offer a variety of communication strategies and ways to connect with others
in the organization.
Steps to Motivate to Action
Make calls to action about how to implement strategies and then analyze data to
course correct when needed.
•
Ensure your team understands the purpose of the communication and
begin implementing collaborative planning strategies.
•
Create current planning strategies and procedures that are effective, with
hypothesized and well-researched methods to move the organization in a
positive new direction.
•
Align employees’ purposes and objectives with the company’s mission and
ethos in a way that allows employees to see the value they bring to the
company.
•
Incorporate strategies that allow employees to see how their contributions
and those of others are being communicated, and how those contributions
are aligning with metrics, or KPIs. The data should show how the planning
strategies meet KPIs and goals.
Figure 2.10: The cycle of effective internal communication.
Case Studies in Technical Communication
Figure 2.11: Nike.
Photo by Shane Aldendorff via Pexels.
Consider the following case studies where internal communication processes went
wrong within these organizations. Read the associated article for each case study,
and consider ways that the internal communications went wrong. Also consider ways
that you could rectify the situation using improved instructional tools, software, and
technology, to communicate strategies and protocols.
Scenario A: An internal survey created by female employees working at Nike
revealed gender discrimination at the company. The results of this survey led to a
class action lawsuit against Nike, as well as the resignation of several high-ranking
employees. Read the story. Link to access the story:

Scenario B: In 2016, some third-party investigators discovered fraud within the
corporate bank Wells Fargo. Employees at local branches were creating additional
bank accounts in customer’s names without the customers’ permission. Read the
story. Link to access story: https://corpgov.law.harvard.edu/2019/02/06/the-wellsfargo-cross-selling-scandal-2/
CASES STUDIES
2.5Strategies and Processes for Writing Internal Reports
Creating documentation is just as important to being a good technical communicator
as are communicating and implementing technical communication strategies and
best practices. This section will give more information about how to create the
documentation for internal processes as a technical writer.
Figure 2.12: Creating documentation.
Photo by Burst via Pexels.
After you’ve set your clear and measurable objectives based on data and goals and
initiatives, you will need to segment your internal audiences and decide which
channels to use for internal communication. Once you’ve nurtured your internal
audience, ensure they have clear calls to action. Consider these questions:
•
What types of digital documentation are critical to an organization’s internal
communications structure?
•
What is an intranet and how do organizations utilize intranets for internal
technical communications?
•
Will you use the company’s intranet?
•
To inform your internal audience, will you utilize an internal newsletter, use
a software application, or find another alternative?
•
Will you share reports, infographics, videos, or podcasts?
Applying Technical Communications Principles
To reiterate and help you apply what you’ve learned so far, we will look at some
case studies and apply theoretical principles to these situations.
Remember to apply the principles of best internal communication practices
discussed in section 2.2: collaboration, inclusion, cohesion, and active listening. Also
include the principles in section 2.3: take risks, be a good salesperson, be proactive,
and be resourceful.
The three steps discussed in section 2.4, secure understanding, nurture the
audience, and motivate to action, will help with the process of creating internal
technical communication strategies and documentation.
Case Study #1
Consider a medium-sized business that sells and services high-end copy machines.
Other than the company website, which is very simple, the only tools the company
has been using are spreadsheets to track goals and report their sales. The company
wants to update its communication processes and software. It also wants to become
more digitally relevant and offer salespeople and marketing teams the opportunity for
flex time—where they can work either in or out of the office—as long as they are
meeting objectives and performance indicators.
Figure 2.13: Copy machine.
Photo by Andrea Piacquadio via Pexels.
The company decides to invest in 3-D copy machines to rent or sell to other
businesses. The 3-D copy machines come with digital user manuals and digital
assets like logos the company can use for marketing their brand on their website.
The new 3-D copiers are an exciting investment for the company, but they are an
expensive new technology and only the owners have any real product knowledge.
The company has a marketing team of two individuals, a sales team of ten
individuals, two service technicians who deliver and service the copier machines, an
office manager, and two company owners. As the company grows and hires new
salespeople, marketing employees, and service technicians, you have been hired to
organize and manage efficient internal communications strategies to help the
company become more digitally mature and communicate the 3-D printer technology
to the new hires. You are new to 3-D printers and do not know much about how they
work. How will you begin tackling your new job?
Let’s begin:
Run a communications audit. What measurement objectives does the company use
to determine how employees are performing and if the 3-D printers are profitable?
How will you collect data? Should you survey the old and new employees about their
current knowledge of 3-D printers? Should the company invest in an intranet, or
other software applications for seamless communication? Who still likes the
spreadsheets?
Figure 2.14: Computer technician.
Photo by Christina Morillo via Pexels.
Presuming everyone hates the spreadsheets and is excited for the company to
become more digitally relevant, you research the best software applications and
intranet and work with the computer technician, who is brilliant at coding, to update
the website and install the new software. Using the new company intranet, you
instruct the employees on the software use. This way the company can align sales
and marketing, and report progress towards goals, helping document how the
company is performing.
Using the 3-D printer digital instruction manual, you prepare a sales script for the
technicians and salespeople who need to instruct their customers, in language
everyone understands, about how to use the 3-D printers. You write a report for the
employees about how to use the intranet and communication software and what best
communication practices they should use. You also write a report for the company
owners/stakeholders and report to them about how the employees are implementing
the new intranet and software.
Case Study #2
You are an employee at a medium- to large-sized company that employs scientists,
engineers, and doctors to design cutting-edge medical devices. The company sells
medical devices such as surgical and infection control devices, general medical
devices, cardiovascular devices, orthopedic devices, and home health care devices.
Figure 2.15: Medical device.
Photo by Anna Shvets via Pexels.
You are part of a team of medical technical writers and need to coordinate with the
communications director, management, sales teams, doctors, surgeons, and
medical device engineers. Your company is digitally mature, uses an intranet, and
provides software applications like Trello for internal communication, helping
employees and stakeholders manage projects and see them through to completion.
Your company uses other internal software, such as Google Workspace, to edit and
share live web content and to manage projects. You need to write abstracts, cite all
content appropriately, look at and have an in-depth understanding of the peerreviewed studies and research, understand the visual graphics provided by the
teams, and create internal reports that allow for communication flow between
different departments, as well as ensure timely delivery of your content.
Your company mobilizes agile teams (familiarize yourself with the concept of agile
teams here) as a way to manage projects. You are working on a specific project for a
medical device that has been patented and is ready to go to market. Your company,
the communications director, and the project manager have created a long-term
communications strategy for this project; your deadlines are somewhat flexible, but
you are in a high-demand environment.
You have moved beyond the “Secure Understanding” stage and now must “Nurture
the Audience” and “Motivate to Action” to get the product on the market. You must
show your team members you can provide written technical content that is clearly
understood by all parties.
Let’s begin:
For this particular project, your most important audience is the medical device
salesperson, since the salesperson is part of your internal team. The salesperson
will sell the medical device to a surgeon, medical doctor, or physical therapist who
may in turn suggest a medical device to patients to meet their health care needs.
Figure 2.16: Salesperson.
Photo by Ketut Subiyanto via Pexels.
Your agile teammates will include a salesperson, who reports back to you about how
easy the content is to understand, and the product designer and project manager,
who will collaborate with the product developers and engineers to make sure the
information you have provided is correct.
Start by researching a new medical device that is emerging onto the market (choose
one you find on the list of emerging medical devices here). Research to find
infographics and data that will help you understand how to communicate what that
product is, what it does, and how to use the device. Your medical device end user in
this case is a surgeon, medical doctor, or physical therapist that will purchase the
device from your company.
How the medical device is used and implemented needs to be understood by all
parties. To ensure this understanding, you will eventually have to produce sales
material—such as a brochure or some digital content on an external-facing
website—for a patient that might be requiring surgery or for health care providers.
Risks for using the product and risks for the surgery itself also need to be mentioned.
Eventually this content will be used as product boilerplate content that can be
repurposed using different channels of communication, and the voice and tone you
use in this content will depend on the intended audience.
Chapter 7: Instructional and Training Materials
Topic 7 Introduction Transcript
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In this topic, we will uncover the basics of writing the most effective and informative
instructional training materials and manuals and understand their essential role in
real-world scenarios. We’ll discover the scenarios and careers where training
manuals are necessary and valuable to an organization, and we will understand
technical writing styles, processes, and documentation in a chosen field, such as
medicine, technology, or engineering.
Figure 7.1: Instructional training.
© Alper/Adobe Stock
Thus far in this course, you have been immersed in the theories of instructional
training. You have learned about proven methods of using technical communications
theories and best practices to communicate technical information.
When interviewing for a position in technical writing, your interviewer will likely not
ask what theories or concepts you learned; rather, they will want to see your actual
work or writing samples. These samples can be organized into a writing or technical
communications portfolio. The more samples you have in your portfolio, the better,
but make sure that the quality of your samples is also high. With interviewers, quality
of samples will score higher than quantity.
Your future employer will likely want to measure results—how did your instructional
materials help the audience grasp a concept, or even more importantly, how did the
material improve your subject’s performance or ability to complete a task or solve a
problem?
How would you demonstrate the effectiveness of your materials? What criteria would
you use to show whether or not your audience grasped the concepts? How would
you measure the audience’s progress on a project you were assigned to
communicate? You will want to show how your training materials and manuals
allowed your audience to grasp a concept.
In order for you to gauge whether your content fulfills its purpose, you need to
identify what you want your learners to accomplish in the first place. In other words,
what are your objectives for your audience?
Purposes, Goals, and Objectives in Technical
Communication
There is an important difference between purposes, goals, and objectives. Purposes
are generally broad in nature; goals are often subsets of purposes. As subsets of
goals, objectives, on the other hand, are measurable. As such, there must be a
testing mechanism to measure whether those objectives are met. Grades are one
such test that instructors use in a classroom, but in a competitive workplace other
criteria are used—criteria over which we generally have little control.
In discussing communications objectives generally, the three main areas of concern
are
1. Cognitive
2. Affective
3. Effective
Your objectives for instruction manuals and training materials should be to inform
your audience and help them retain new information, so that the learner feels a
positive outcome, such as confidence. Then the learner is more likely to effectively
accomplish a task. Helping the audience experience a positive outcome is a threepart process.
Figure 7.2: Cognitive, affective, and effective communication objectives.
In the seminal work on persuasion theory, Persuasion and Human Action, Mary John
Smith makes the case that “humans are active agents whose behavior is goal
oriented and choice laden.”1
Specifically, Smith suggests that there are four possible relationships between
cognitive schemata and overt behavioral acts—in more simple terms, what we learn
and then how we act after we have taken in new information. Smith proposed a few
outcomes:
1. Attitudinal schemata and behaviors are unrelated.
2. Overt behavior produces attitudinal structures.
3. Attitudes mediate over behaviors.
4. A reciprocal mediating relationship exists between attitudes and behavior.
In terms of designing instructional plans and training materials, how are these
principles useful in formulating “measurable” objectives? How is this information
helpful not only in testing effectiveness of the training after the fact, but maybe more
importantly, in actually creating the content and mediated materials and determining
their mode of delivery?
Normally, in defining your cognitive, affective, and effective objectives, you would
think you’d go from left to right. In other words, first, you’d determine desired
cognitive attributes, or what you want your subjects to know—perhaps a list of 6–10
concepts. Then you’d define a number of affective attributes, or what do you want
subjects to feel (such as confidence, self-reliance, etc.). And finally, you would
perhaps list one or more effective outcomes, or different skills or tasks that they
can do after they have read the materials.
But, take a look at how language training has been revolutionized over the past
couple of decades; today, a very competitive category of self-directed instruction is
focusing on the effective objectives of instruction first.
Consider, for example, the many relatively new software applications for learning
new languages. Acquiring a new language is similar to learning an entirely new
technical topic that is dense in its material. Whether the learner is using Babbel,
Rosetta Stone, or Duolingo, each software application emphasizes teaching the
learner to start speaking—an effective outcome of the instruction. So students who
want to learn French begin speaking French words almost immediately.
In this process, the students are taught how to converse, go shopping, and ask for
instructions in the language, and they are required to be relatively self-reliant. These
methods of hands-on language learning are more effective than the traditional
methods of 50 years ago where students just learned about a language.
When learning a language using software applications today, how does a student
experience the affective and cognitive aspects of experiential learning? A likely
affective objective for language learning would be to gain confidence, which leads to
a willingness to step up and start a conversation without experiencing fear, which
then leads to more rapid learning.
Rather than learning grammar rules and memorizing vocabulary, the student adds to
his or her knowledge base and increases cognition by speaking, listening, and
correcting mistakes in the target language. By beginning the instruction focused on
the effective objective, the first and foremost outcome is that students don’t fear
speaking the language (generally, the coursework will focus helping students
become very familiar with a particular subject, like shopping for clothes or getting the
car fixed).
This process of focusing first on effective objectives, learning how to implement
knowledge to do or make something, can be applied directly to other arenas of
learning.
Lucia Mason notes that “humans construct individual knowledge systems on the
basis of their everyday experience.” She makes the case that, “when confronted with
scientific information about the physical and natural world, students are not ‘empty
vessels.’. . . . Often, students’ personal knowledge is incompatible with the scientific
knowledge taught in school. Therefore, classroom learning requires re-organisation
of existing knowledge structures.”2
To be really effective, technical communication in whatever form it takes— whether
it’s in the classroom, online, or in some other mediated form—“moves people from
the logical to the visceral.”
The major goal of anyone creating instructional material should be to help learners
“solve problems and retain knowledge.”
Regardless of the medium involved, the audience needs to internalize the training
materials. And that internalization must involve all aspects of the cognitive, affective,
and effective learning process.
As we discussed in section 2.2, today’s employers are looking for more than
students who passed classes with high marks; they are demanding problem solvers
who are used to hands-on learning experiences without a lot of hand-holding.
Employees who are more self-reliant are in higher demand. New ways of working
and new ways of learning are preparing students for similar roles in the workforce
with hands-on experiential learning. Preparing technical training manuals for your
audience that allows them to know, feel, and do will enable them to retain
knowledge.
Take, for example, the effectiveness of using computer simulation to help big-rig
diesel truck drivers not only master the mechanics of operating interstate trucks and
trailers but also gain the confidence that they could do so safely without destroying
millions of dollars of product or injuring or even taking lives.
Figure 7.3: Truck drivers in training.
Photo by 500photos.com via Pexels.
Truck drivers in training learn how to shift gears, turn corners, and handle heavy
loads while sitting behind the wheel of a simulated 18-wheeler and do so in
(simulated) poor or even dangerous conditions. In these computer simulations, the
students must do well enough so that when they are actually behind the wheel of a
semitruck, they not only have knowledge about the gear box, they also know when
to slow down or how fast to turn a corner. This prepares them to obtain a commercial
license for driving this type of truck and allows them to grow confidence that they can
do so safely.
Developing an instructional plan that is more vocational (helping someone get an
electrician’s license or a diploma in cyber technology, for example), should include
well-thought-out learning objectives for the audience. These objectives will help
you define what deliverables to create to prompt learning and knowledge retention.
Instructional material deliverables, such a video or a step-by-step audio instructional
module, can force the learner or audience to resolve or complete each step that you
want them to before moving on.
As you plan your lesson objectives, ask questions that would be important for your
audience to answer, and include that process in your planning. One question might
be, What is at stake if the student doesn’t fulfill the required objectives? In following
up, if you believe that the new pilot instruction manual you are writing isn’t adequate,
what other tools or techniques might be advised? This goes to the heart of the
planning process.
Begin your writing process with strategic goals. When you create a strategic goal,
follow the goal with the word by and an explanation of specific ways you will achieve
your strategic goal; this practice will allow you to be more precise in writing your
plan. For example, if your goal is to teach new drivers how to drive their truck safely,
then describe your strategy for achieving that goal with the word by. You might
complete the goal statement, “Teach new drivers to drive their trucks safely,” with
the explanation, “by incorporating on-site simulation in the training process.” Under
that goal then, you could craft precise and objective material that leads your course
to the eventual goal of teaching new drivers to drive safely.
7.2Online and Blended Instructional Materials in
Technical Communication
Online Learning Platforms Transcript
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With the growth of the Internet of Things and big data and the widespread digitization
of our daily lives, the World Wide Web will continue to change the way we live, shop,
work, play, eat, and connect socially and even shape the way we learn.
Figure 7.4: The World Wide Web changes the way we work.
© Elnur/Adobe Stock
Online learning platforms are unique to the digital era. The “new way of working” has
its “new way of learning” contemporary. The popularity of TED Talks and MasterClass
online classes as new mediums for learning shows that learners of all stripes and
demographics are interested not only in education but in acquiring knowledge.
For those who are looking for new ways of learning and understanding novel
concepts, there are fewer barriers to becoming experts in things they are passionate
about. Traditional paths to higher education typically require more prerequisites to
learning than e-learning does.
The Pew Research Center has found that millennials (those born from 1981 to 1996)
are more interested in higher education than any of the previous generations. They
also have more student debt, and they have generated less wealth than Gen-Xers or
boomers of previous generations, likely due to increasing costs of higher education
and the consequent repayment of student loan debts.1 These increased higher
education costs have impacted millennials in particular, and will likely impact the ways
in which younger generations seek out online tools and resources for learning.
The emerging members of Gen Z are keeping trend with millennials in their desire for
higher education; but at the time of this writing, the economic impact of the COVID-19
pandemic and related effects may sway the opinions of emerging adults about the
best way to obtain education, especially considering the increasing costs of traditional
education.2 A demand for alternative styles of e-learning and instruction may increase
as a result.3
You might think that this information is only relevant to online instructors, like those at
universities, and so content about e-learning and online teaching is irrelevant to you.
In reality, however, technical communicators may find themselves in roles of online or
technology-based teachers more often than expected. For example, you might need to
provide online training for employees on a new technology, or you may be asked to
create a course to teach safety guidelines. As technology-based teachers, technical
communicators should respond to the need for instructional course material in ways
that are informed by trends in the latest online learning instructional tools and by
demographic and attitudinal changes concerning higher education.
Online Learning versus Traditional Higher Education
Currently, there are a number of impactful online resources for learning, such as the
digital platforms Udemy, Skillshare, Coursera, and EdX. These platforms are web-
based tools for learning, mainly geared toward professionals who have completed
their undergraduate studies and are looking for skills or knowledge advancement.
Online platforms such as these typically run their courses using a number of
instructional tools, like video and audio lectures. They are often more visual in nature
than more traditional online or in-person higher education programs, which often rely
heavily on providing textual information.
These platforms are also more often more interactive, self-paced, and tailored to a
specific area of interest or skill level. This hands-on style of learning is more likely to
help an audience of learners retain new information. Technical communicators
creating instructional materials would be wise to follow the latest best practices in
creating instructional material by researching trends in online platform e-learning.
Figure 7.5: Online platform e-learning.
© rashadashurov/Adobe Stock
An Introduction to Instructional Design
Technical communicators may take on the role of an instructional designer.
Instructional design is in-depth communication of a topic used to instruct a learner
audience. The material in instructional design often takes a more creative approach
than material in a simpler user guide or instruction manual. Learning current theories
and best practices in instructional design can help you create instructional materials of
all types: FAQs, how-to manuals, SOPs (standard operating procedures), user guides,
and so forth.
An instructional designer should know the basics of the various theoretical approaches
and best practices for teaching a particular subject. This methodology for teaching is
called pedagogy.
An instructional designer should know how to gauge the audience’s learning level and
potential for growth and how to utilize tools for assessments to measure the learner’s
skill or knowledge improvement over the length of the course.
Engaging Your Audience: Gamifying Instructional Material
One way to engage your learner audience is by gamifying your learning material.
Gamification uses game-design, a learning tool that employs principles in learning
situations that are typically found in gaming contexts. To gamify something would be
to reward users with points, certifications, or other types of currency that motivate the
user or learner to complete tasks and advance in learning.
Gamification can also be utilized in learning activities or processes to help a user solve
problems through a similar reward or instant feedback process or system.
Gamification is an emerging and effective pedagogical tool for getting learners to
absorb, retain, and apply information in real-world scenarios.
The gamification of instructional materials is a way to keep the user coming back to
their learning. Using incentives encourages learners to stay motivated, improves
performance and learning attitude, and keeps learners engaged in the advancement of
their own learning process.4 The gamification of learning is also best utilized in a
digital context.
The gamification theory in learning suggests that, in the same way our brains prefer
positive feedback in the form of rewards, the learner audience also enjoys the process
of having goals, targets, and achievements to reach toward that serve the dual
purpose of rewarding learning behavior and keeping learners interested in the
process. Other ways to implement gamification are to allow the learners to compete
with their peers or work alongside peers to solve problems.
Ideas for using gamification in your e-learning materials:
•
Leaderboards
•
Challenges or tasks
•
Discussion or chat boards
•
Achievement badges
Engaging Your Audience: Blended Learning
Another tool to engage your learner audience is a blended learning model. Blended
learning models integrate online instructional tools with traditional methods of inperson instruction. As a technical communicator given the job to create blended
learning instructional material, you would likely create deliverables for both the online
tools and the in-person instructional material for the trainer to use during learner
instruction. Try to keep a good balance between what the learners will experience
online and what they will experience in person.
Training plans that provide instructional learning objectives should be developed in
formats that meet the goals of the learner at the level of their expertise, optimizing the
learner’s ability to expand on his or her current knowledge. By designing instructional
tools using a blended learning approach—using both instructor-led and online tools—
the stakeholders invested in the training and the learners themselves can both bypass
unnecessary steps.5
7.3Types of Instructional Materials and Best Practices
Instructional Material Types
Figure 7.6: FAQ.
Photo by Olya Kobruseva via Pexels.
The FAQ Section: An organization that provides a product or service almost always
requires a frequently asked questions section to provide answers to questions that
many users will have. These questions are often technical and instructional in nature.
The FAQ section, usually located on an organization’s website, is documentation that
offers niche organizational information and often helps reduce confusion around
unclear messaging. FAQ documentation should be clear and concise and should use
only limited or necessary jargon that is explained in the simplest terms.
The SOPs (Standard Operating Procedures): SOPs are necessary processes in an
organization that require consistent standardization and compliance in every instance.
These procedures are best practices that need regulation in order for the organization
to function at its optimum. They can be very technical in their nature (e.g., a
description of what a pharmaceutical company must do to prevent chemical
contamination), or they may be less concrete (e.g., protocols for decision-making in a
public relations emergency in order for information to be relayed in a time-sensitive
manner). Either type of SOP would typically be in the form of a deliverable written and
communicated in a standard way by the technical writing or communications team.
Formatting or architecting for the deliverable will change depending on the
requirements of the organization, agency, or regulations that govern the protocols. In
clinical research, for instance, as we discussed in Topic 5 and Topic 6, the
requirements for SOP documentation are precisely described.
Consider this example of standard operating procedures that require precise
information to be relayed in a do-or-die situation.
Training Manuals: Medium to large businesses often have on-the-job training
manuals for their employees. Training manuals can be used in situations such as
onboarding a new employee, when an employee is being promoted and learning new
tasks and responsibilities, or when a supervisor needs to learn a new task. Although
there is an initial cost of creating good training materials within an organization, having
those materials on hand is cost-effective in the long run, especially in organizations
that have high turnover rates. Training materials are often digital and utilize video
and audio for their communication.
When creating training manuals for your learner audience, one factor to consider is the
overall organizational environment. Is the work environment a software company with
mostly highly educated or specialized SMEs or engineers? Or is the learner audience
composed of entry-level warehouse workers? Either way, the technical training
manuals need to follow strict guidelines, and they will require sophisticated document
architecture to compose.
Many organizations understand the costs of training new employees over and over for
the same high-turnover jobs, and these organizations are choosing to invest in
employees that display loyalty and a desire to learn, grow, and move up within an
organization. This is why many training manuals are added upon or extended into a
learning program for the duration of an employee’s career path. Providing extended
learning programs for career paths provides several benefits to a company: it
motivates entry-level employees to absorb their learning, decreases the time it takes
for employees to become proficient at their job, lowers the risk of on-the-job errors,
and keeps employees invested in the organization—lowering the rate of turnover.
User Manuals: The term user manual suggests that a user of a product or service
needs instruction. The users are learning a concept or discovering how to operate
machinery, electrical devices, or software. User manuals employ a scaffolding or
building organizational framework that follows a more traditional step-by-step,
learning-and-doing process.
Typically, very formal processes, language usage, and standard conventions must be
followed when creating a user manual or user guide. For an excellent resource for
information on creating user manuals, check out the book User Guides, Manuals, and
Technical Writing by Adrian Wallwork.1 But for a starting place, remember the
importance of audience, context, and density for your content.
Best Practices
Audience
Figure 7.7: Understanding your audience is key for structuring information.
Photo by Campaign_Creators via Pixabay.
As we have highlighted in previous topics and in this topic, understanding the
audience, whether they are a client, another business, a fellow employee, an expert, a
learner, or—in the case of user manuals—a user, is crucial to structuring your
documentation and communicating the message in the clearest way possible.
As always, do your research to discover what the audience members’ level of
expertise is, what their general comfort level with the content is, and what resources
are at their disposal to learn new skills related to the topic you are instructing.
Context
Identify your context(s) for creating the material by understanding the constraints the
users may have, such as how much time they will have to complete the task you are
writing about. Identify how your materials are going to be delivered to the user; will you
provide a digital manual with hypertext links that allow the user to move backwards
and forwards throughout the text or content? Or will the guide be in hard-copy form?
Identify what cultural perspectives the users may have that could impede their ability
to access and effectively utilize the information in the user manual.
Density
As we discussed in section 5.2, you can identify how dense your content needs to be
by understanding what the agenda is for the user manual or guide. The density of the
document may be lighter or denser depending on the audience’s level of expertise, or
by how many processes you will be describing. For example, a user guide for a toaster
oven could be very simple when compared to the level of topic density needed for a
user manual describing how to set up and use a computerized amateur telescope.
7.4Present and Future Implications for Careers in
Instructional Communication
Figure 7.8: User manual.
Photo by Mohammad Danish via Pexels.
Instructional design materials, user manuals, and user guides are all forms of
technical communication that will be increasingly useful to organizations in a number
of industries. Communicating information in these genres well will prepare you for a
career in communications with skills that are versatile and relevant and that match
the technological demands of the 2020s and beyond.
Understanding the concepts and principles taught in this course and practicing and
applying what you’ve learned should help you feel more confident in your abilities to
communicate appropriately with your audience.
Research shows that the roles of technical communicators include not just writing
user guides and training materials, but also contributing to information systems
development and documentation architecturing. As a result, entry-level jobs in
careers such as UX (user experience) design and communication can open up doors
to very fulfilling careers in information technology software.
7.5Highlights and Main Takeaways
Figure 7.9: Online teaching.
Photo by Julia M Cameron via Pexels.
While not all technical communication involves online teaching, the role of instructor
is one that many technical communicators may find themselves in at some point in
their careers. Whether you are creating and disseminating online trainings within an
organization, constructing an FAQ section on a company website, or writing a how-to
manual for a technology-based tool, you will want to understand and incorporate
best practices of online teaching and learning.
The main types of instructional documents that technical communicators will be
asked to create include FAQs, SOPs, user manuals, and training manuals. FAQs
consist of clear answers to common questions concerning a company, service, or
product. SOPs are necessary processes in an organization; they are best practices
that need regulation in order for the organization to function at its optimum. User
manuals provide in-depth instruction on how to use a product, and training manuals
provide in-depth instruction on how to perform certain tasks or even how to succeed
in a certain job position.
When creating instructional documentation, either to be housed online or to be used
in hard-copy form, it is always essential to remember your audience, the density of
the material, and the context in which your audience will be receiving the
information. Are you writing for experts, laypeople, or those who fall somewhere in
between? Should your information be comprehensive, addressing every detail of the
subject? Or should it focus on the basics? How much time will your audience have to
read your material or accomplish the task you are trying to teach them? How will
your audience access your materials? Are there any cultural differences between
your audience and yourself that you need to take into consideration as you write?
These are all questions that you should ask yourself as you create instructional
materials.
7.5Highlights and Main Takeaways
Figure 7.9: Online teaching.
Photo by Julia M Cameron via Pexels.
While not all technical communication involves online teaching, the role of instructor
is one that many technical communicators may find themselves in at some point in
their careers. Whether you are creating and disseminating online trainings within an
organization, constructing an FAQ section on a company website, or writing a how-to
manual for a technology-based tool, you will want to understand and incorporate
best practices of online teaching and learning.
The main types of instructional documents that technical communicators will be
asked to create include FAQs, SOPs, user manuals, and training manuals. FAQs
consist of clear answers to common questions concerning a company, service, or
product. SOPs are necessary processes in an organization; they are best practices
that need regulation in order for the organization to function at its optimum. User
manuals provide in-depth instruction on how to use a product, and training manuals
provide in-depth instruction on how to perform certain tasks or even how to succeed
in a certain job position.
When creating instructional documentation, either to be housed online or to be used
in hard-copy form, it is always essential to remember your audience, the density of
the material, and the context in which your audience will be receiving the
information. Are you writing for experts, laypeople, or those who fall somewhere in
between? Should your information be comprehensive, addressing every detail of the
subject? Or should it focus on the basics? How much time will your audience have to
read your material or accomplish the task you are trying to teach them? How will
your audience access your materials? Are there any cultural differences between
your audience and yourself that you need to take into consideration as you write?
These are all questions that you should ask yourself as you create instructional
materials.
Chapter 9: White Papers
9.1The E-Book and White Papers: Everyone Needs
Them, You’re the One to Write Them
Topic 9 Introduction Transcript
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The previous topics have covered editing and assembling technical reports, grant
proposals, training manuals, and other scientific documents for an organization. As
externally facing communications, a white paper or a e-book explains complex
concepts and often represents a style of technical communication between an expert
and a niche audience. White papers and e-books are essential assets to an
organization, and they identify the organization’s position in a market or the solutions
it brings to the world.
White papers and e-books are essential technical communication genres used to
build trust in an organization. In technical industries, blogs, newsletters, and social
media platforms are successfully used to build corporate brands, making it easy for
an external audience to follow a specific project or group in an organization. The
construction of a new facility, road show activities, or a company-sponsored racing
team are common examples of STEM industry website and social media content.
The shared information is intended to be brief, informal, and conversational,
appealing to the general interests of a broad audience. However, a segment of that
audience is also interested in specific, in-depth technical discussions. They are
looking to learn more about the organization’s position on various industry
challenges, trends, and solutions.
Using a Thought Leadership Approach to Build Trust
Figure 9.1: Build trust.
Photo by fauxels via Pexels.
An organization’s ability to provide differentiating, thought-provoking insight creates
value and builds trust, not only among customers but also among peers. This type of
marketing content is known as thought leadership, and is not limited to technical
industries. To achieve effective thought leadership, longer written formats are
necessary. Often, this content comes in the form of white papers and e-books, which
are best suited for extended technical communications from an expert to a niche
audience. Some examples of thought leadership topics, which you might find in ebooks or white papers, include discussions about sharing best practices, assessing
new technologies, or addressing market challenges.
The strategic use of white papers and e-books should be viewed as a tactic within an
overall communications strategy, rather than as an individual project or campaign.
For effective brand building, it is advisable for each organization to establish a
thought leadership plan and include that plan within the organization’s
communication strategy. Having a plan ensures that the organization’s priorities are
consistently supported. Over time, shared knowledge in the form of thought
leadership content will add value, drive audience awareness of the organization’s
expertise, and build trust. When planning for highly technical communications such
as white papers and e-books, writers and marketers should strategically align their
content with the company’s brand perspective and priorities.1
The Evolving Role of Thought Leadership: Redefining
Leadership
As we consider the strategic use of white papers and e-books, it is important to
examine our understanding of leadership itself. Thought leadership has become
increasingly popularized as a result of the growing need for improved leadership.
With that said, thought leadership has unfortunately become an overused marketing
buzzword. According to a survey conducted by LinkedIn and Edelman, 60 percent of
decision makers say half or more of the thought leadership they encounter does not
provide valuable insights.2 This observation should not cause organizations to avoid
thought leadership, but rather examine their conceptual understanding of
leadership—and its context. Through curated content, technical writers imply that
their organization is seen as an industry leader. It’s common for technical
communications to place emphasis on their organizational innovation or an industryleading position.
But, what does it really mean to be an industry leader? In today’s context, leadership
is more than a ranking, market share, or sales volume metric. Thanks to the digital
age, an industry’s consumers and peers have access to more and more real-time
information. It is up to technical writers to create content that makes their
organization stand out within the vast sea of information. With the growing number of
information channels, decision makers are scrutinizing quality over quantity. They
are looking for content that may be relevant to their business operations and
challenges. In both topic and tone, technical writers need to consider their
audience’s perspective. Numerous articles, papers, books, and interviews cover
innovation and best practices at a high level. Topics on innovation, defined as “the
introduction of something new” by Merriam-Webster,3 are growing old. In 2012,
the Wall Street Journal added innovation to their list of cliché buzzwords. They
found innovation 33,582 times in 2011 annual and quarterly reports, and 250 books
with innovation in the title published in a 90-day period.4
Figure 9.2: How do leaders of innovation think?
Photo by geralt via Pixabay.
Instead, writers can achieve differentiation by creatively covering aspects of
innovation without using the word itself. To explore noteworthy innovative leadership
topics, researchers have identified some guiding questions: (1) how do leaders of
innovation think, (2) what do they do, (3) how do they do it, and (4) who are they and
how did they get to be that way?5 Each of these questions may be translated into a
potential category for technical communicators to write about. These categories
provide many possibilities for technical writers, regardless of their technical
experience level or chosen format.
We will build upon previous writing exercises and explore the structure of each
document to outline proper formatting for white papers and e-books. Beyond
structural guidelines, the writing tone will vary for each audience. White paper and ebook documents communicate with external audiences, and readers are less likely
to be familiar with the subject matter and its related technical jargon. A technical
writer should seek to fulfill an informational need expressed by an audience. As the
audience varies, so do their needs.
In the case of the white paper or e-book audience, transforming a dense, conceptual
discussion into interesting, user-friendly reading is especially critical. To achieve this,
technical communicators must strategize ways to produce informational resources
which blend utility with creativity. Learning to effectively research, document, and
edit complex topics is not an overnight process and requires a growth mindset.
Additionally, new technology presents growing implications in the assembly, delivery,
and consumption of technical information.
Questions for Reflection
• How would you help develop technical writing content to support a thought leadership
plan? With which groups would you collaborate?
• If a thought leadership plan did not yet exist, what might you do to suggest and establish
one?
• How might the plan be developed and communicated throughout an organization?
9.2White Papers to Solve a Technical Communications
Issue—The Real-World Applications
Thought Leadership Content Transcript
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Figure 9.3: One of the earliest white papers, the Churchill White Paper of 1922, was
created to outline British policy in Palestine.
Image from UK Government, June 1922, CC0 1.0 via Wikimedia Commons.
White Paper History
The white paper’s origins can be traced to the color-coding system used to distribute
government papers. The color white was designated for publicly accessible papers.
Eventually, the term white paper was used to describe not only government papers but
also informative papers in commercial industries.1 Since the 1990s, commercial white
papers have become necessary assets for most, if not all, medium to large
organizations in the technical industries such as STEM.
Modern White Paper Approaches
At its core, a white paper is simply a formal, in-depth research report. White papers
are written to demonstrate and promote an organization’s expertise in real-world
technical applications. Typically, they begin with the identification of an industry
problem, followed by the presentation of research and data in support of a suggested
solution, and then conclude with final remarks to reinforce an organization’s ability to
provide that solution. By explaining complex subject matter in highly digestible
formats, companies showcase their authority to be a thought leader on the subject.
It is important to note that there are varying approaches to white paper methodology.
In the past, white papers were often constructed as a crossbreed of a magazine article
and a brochure, a form of advertorial communication. The crossbreed aims to combine
the objective and educational approach of an article with persuasive corporate
messages typically found in brochures.2 However, communications goals have
become more sophisticated and layered in the digital age of advertising. This
advertorial approach has been increasingly perceived as less authentic (and more
outdated) due to its overtly sales-oriented voice. The key difference between thought
leadership and traditional advertising is this shift away from a focus on sales. The
preferred objective in today’s white papers is to share knowledge in order to promote
discussion among peers, rather than to advertise a product or service to customers.
We will focus on writing white papers with a thought leadership approach, rather than
the advertorial approach. While both approaches have relevance in modern-day
technical writing, the advertorial approach is less likely to build trust with the audience.
Planning and Mapping
Figure 9.4: Mind map of eco-friendly home improvements.
With these communications objectives clearly defined, let’s begin the process of
selecting a white paper topic. One of the easiest ways to start is by reading other white
papers. While white papers outside of your industry can provide stylistic ideas, it’s
important to read papers within your industry to gauge trends in content, formats, and
visuals. In addition to the existing white paper content you find, consider topics that fit
with your organization’s thought leadership plan.
Considering the perspectives of customers, suppliers, or partners, identify an industry
problem or challenge in which your organization can provide expertise. Keep in mind
that you do not necessarily have to provide a solution. For example, if your
organization designs solar panel kits, the topic of developing affordable eco-friendly
home improvements is a good place to start. Brainstorm by mind mapping the paper
without setting limits. Consult with marketing, program management, and engineering
colleagues, independent subject matter experts, trade associations or publications,
management, customers, or strategic partners.
Remember, you want to structure the paper’s approach so that you first present an
industry problem or challenge, then discuss your organization’s solution. The goal is to
prompt an engaging conversation with your audience, rather than just provide a onesided sales pitch. This may seem like a subtle difference, but this difference
constitutes the distinction between thought leadership and advertorials. Consider the
differences in the following statements: “Our organization predicts that the following
solar technologies will be widely implemented (and increasingly affordable) over the
next 5–10 years in North America,” instead of, “We are the largest North American
manufacturer of solar energy innovations and offer the most affordable solar panel kits
for single-family homes.” Keep the length of the discussion within 8 to 10 pages. A
brief white paper lacks the expected degree of conceptual thoroughness, but a toolengthy discussion will deter your audience from reading it at all.
Outlining and Structuring
Explore a direction and begin an outline. Consider using the Minto pyramid
principle as a planning and outlining tool. The Minto pyramid principle is a useful
framework to organize your thinking before you begin writing. It was designed by
Barbara Minto while she worked at McKinsey & Company in the 1960s and 1970s,
and was widely adopted by many consulting companies. Several consulting
companies still rely on this framework for problem-solving and analysis. While it is
most commonly associated with consulting firms and case studies, the power of the
pyramid lies in its ability to approach problem-solving. It functions to analyze a
problem and identify target audiences, which is beneficial in guiding white paper
content.3
Figure 9.5: Minto’s pyramid.
“The problem was the thinking, not the language. People were starting to write without working out
their thinking in advance. But how does one go about figuring out one’s thinking in advance?”4
—Barbara Minto
Minto’s pyramid structure follows these simple rules:
1. Each idea is derived by the logically grouped and ordered ideas below it.
2. The items have to be mutually exclusive.
3. The items have to be collectively exhaustive.
As a general guide for white papers, it is recommended to have three to five MECE
categories, depending on time and size constraints, with two to four supporting ideas
or metrics under each category grouping.5 This outlining process also provides a
feasibility check, quickly determining the level of resources needed to write the paper.
The outline will also help form the abstract, or overview, of the white paper.
9.6: Solar home technology Minto Pyramid.
Example of mutually exclusive groupings:
Adult age groups: 18–25, 26–35, 36–45, 46–55, 56+ (no overlapping ages)
These groupings are also collectively exhaustive because they cover all the adult age groups as a
whole.
For our example white paper outline, North America includes the countries of Canada,
United States, and Mexico. These are mutually exclusive and collectively exhaustive
groupings, chosen to cover the organization’s expertise in their largest market. In
doing so, the North American market is the primary audience of this white paper, while
other markets may also be influenced by North American technology. The market
trends in each North American country are supported by the product data and insights
below them.
Example of collectively exhaustive groupings:
Contiguous US time zones: Pacific, Mountain, Central, Eastern
These groups cover all time zones found in the contiguous United States.
To encourage clarity, the MECE framework doesn’t allow for redundant combinations
or overlapping thoughts to occur. However, overlapping concepts may be unavoidable
in complex explanations. In our example, some of these solar technologies may be
similar across the three markets, but they have slight differences and product names
in each market. The similarities can be called out as we work across the adjacent
markets.
Researching and Drafting
While it may feel daunting to assemble conceptually complex content, remember that
you are not single-handedly working on this task. It is helpful to approach your writing
from the perspective of a content coordinator to avoid the trap of impostor syndrome.
Remember, while white papers are formal reports, they are written to inform nonexpert audiences. For this reason, your non-expert perspective is best suited for the
job.
Share your pyramid to invite input and collaboration. Next, create placeholders for new
and added content and draft content as your sources contribute their input. Continue
researching, interviewing, and gathering data and visual assets. Use a variety of
information sources, including market research, competitive intelligence, academic
journals, and other industry publications. It can be helpful to incorporate quotes from
interviews with subject matter experts such as fellow employees, industry colleagues
in related organizations and associations, and customers. As the draft takes shape,
there will be an ongoing shifting and rearranging process throughout this part of the
writing process. Document your sources in order to properly cite them at the end of the
paper.
Editing and Finalizing
Figure 9.7: Editing.
Photo by annekarakash via Pixabay.
Finally, review your writing to ensure that the tone, direction, and overall message
align with your original outline’s goals. Adjust where necessary, and find reviewers
with different levels of technical expertise to read your draft. This will ensure that the
conceptual descriptions are both accurate and easy to understand. In larger
organizations, there is often a documented review process for feedback, final
changes, and approval. Providing periodic updates will reduce the chances of
additional last-minute changes. Lastly, incorporate the reference elements of the
paper, including the abstract, captions, citations, and table of contents.
Publishing and Distributing
There are several ways to publish your finished white paper. Publishing on your
organization’s website is the easiest method. Some industry publications and
associations partner with companies to produce white papers, which can also include
writing and editing support. Generally, organizations ask for readers to share some
basic information in order to download the paper. This provides your organization with
some audience metrics. To encourage download activity, promote the white paper
through other media formats such as podcasts, interviews, videos, or blogs featuring a
portion of the content.
Questions for Reflection
• Who is my audience?
• What is the purpose of the white paper I am writing?
• If I were reading my white paper from the audience’s perspective, would it hold my interest?
• What kind of content would make me value and trust the expertise in this white paper?
• Who can help me with the research?
Understanding how to approach white paper writing comes after understanding why
they are written. They serve to discuss real-world applications, share expertise, and
establish trustworthiness on the subject. Thought-provoking white papers share
insightful “behind-the-scenes” perspectives from within an organization. These
perspectives can offer real-world applications to meet industry challenges, and often
the perspectives take the form of thought leadership content.
While it may seem safer to rely on existing sales and marketing content, technical
writing adds more value when it shares technical expertise from a vulnerable human
perspective. An organization creates an environment of safety and openness when it
shares educated guesses, trial-and-error approaches, or other learning experiences.
This relatability demonstrates a level of authenticity in the organization’s leadership
and expertise, establishing trust with the audience.
9.3The Basics of Writing an E-Book for an Organization
The Rise of the E-Book
The e-book is a flexible format since it is a broadly defined category that includes any
kind of electronic book format. For the purposes of technical communications, the ebook provides extended, easy-to-follow technical information through the use of
visuals. Charts, tables, graphs, diagrams, photos, illustrations, and other data
visualizations are featured throughout the e-book for ease of reading. The most
commonly known examples of technical e-books include operating manuals, parts
manuals, technical service procedures, installation guides, technical product
specifications, and application guides. However, e-books have become an
increasingly popular format to service a variety of informational purposes.
Modern Approaches to E-Books—Replacements for White Papers?
Figure 9.8: E-book.
Photo by Perfecto_Capucine via Pixabay.
For some communications professionals, the e-book has become versatile enough to
replace the white paper altogether. One perception suggests that readers prefer the
casual readability of an e-book over the formal tone of the white paper. As a practical
argument, others state that highly technical white papers cost more time and money to
research. But, whether an e-book is a better option than a white paper really depends
on the organization’s communication goals and its audiences.
While the white paper uses a formal tone in a shorter length, the casual e-book
requires a more formal structure due to its longer length. E-books are well-suited to
provide product awareness through extensive technical explanations, while the white
paper structure more effectively supports problem-solving discussions. But writers
should not shy away from modifying e-book formats to solve many various
communications challenges; in technical industries, it is common to see a two-pronged
approach using both white papers and e-books.
Planning and Mapping
Figure 9.9: Eco-friendly home improvements mind map, with emphasis on solar panels.
Take the first step by looking at other e-books in your organization to match their style
and formatting as needed. Search online for e-book templates and ideas to find many
suggestions for various industries and applications.
Going back to our mind map used for the white paper, we can use an e-book to focus
on a different portion of the same map. “How a home-installed solar panel kit works” is
a good basis for our e-book example. You can use multiple platforms to expound on
related ideas, creating cohesion in your communications plan. This cohesion comes
by sharing expertise across the same product category, but speaking to different
audiences. In this case, the e-book targets potential customers interested in
researching the organization’s products. While this communications format uses a
direct approach to marketing an organization’s solar panel products, its promotional
message still requires a very thorough technical explanation.
Outlining and Structuring
Depending on the goal of the e-book, the structure and length can vary. Going back to
the mind mapping process, outline the potential sections of the e-book. Pay special
attention to how you want to begin and end the book, in terms of messages or
impressions you want to leave with the reader.1
For the topic of how solar panel kits work, here is an example outline:
Introduction
Cover the product type, its components and how they work, how to install it,
troubleshooting, and frequently asked questions.
Product overview and illustration
Components covered with image
Component 1 with illustration
Component 2 with illustration
Component 3 with illustration
Component 4 with illustration
Component 5 with illustration
Summary of system operation with diagram
Home installation overview with 5 step diagram
Step 1 with images
Step 2 with images
Step 3 with images
Step 4 with images
Step 5 with images
Troubleshooting/frequently asked questions with images and diagrams
Conclusion
Cover features and benefits, and also direct readers where to find more information
Researching and Drafting
Figure 9.10: Content placeholders.
Photo by congerdesign via Pixabay.
Regardless of your technical expertise, your content coordinator perspective remains
active throughout any writing process. Particularly with extensive technical
explanations, there will be times you will have to move back and forth between book
sections. Using content placeholders will help organize written and visual information
before it is collected from your research or subject matter experts. This way, you can
remain productive without necessarily writing the book in chronological order.
It can feel overwhelming to plan a large document like an e-book. Rather than trying to
do as much as possible on your own, continue to collaborate with subject matter
experts and divide the research tasks into smaller portions. Gathering outside input
before drafting content will contribute to a stronger outline, and also help avoid the
need for major revisions later. It is also beneficial to consult with potential readers of
your e-book. Talking with current customers who are familiar with your organization’s
digital publications will provide insights on audience preferences, on audience
behaviors, and potentially on what your document might be missing.
Editing and Finalizing
As you complete adjacent book sections, insert transitions to ensure that the order
makes sense from one section to another. Within the sections, watch for long,
monotonous sections of text-only content, and adjust the placement of supporting
visuals. Review the overall writing style, layouts, and visual formats so that they are
consistent in presentation. Revisit with your collaborators and recruit other readers to
review your work, in portions or in entirety. This step will need some reviewers who
are not familiar with the content, as familiar content is easy to skim and errors will be
missed.
Finally, incorporate the reference elements of the e-book, including captions, graphics,
image credits, a table of contents, and the index. Document any sources outside of
your organization, while remembering that most of your content should be drawn from
your own organization’s expertise. Today’s online graphic design platforms and
software tools create e-books with ease and speed, even for writers without graphic
design experience. Predesigned e-book templates offer drag-and-drop editing with
mix-and-match page formats, much like slide presentation editing. These tools are
particularly useful for smaller organizations with limited resources.
Publishing and Distributing
Figure 9.11: E-books are often published on the company website.
Photo by Format via Pexels.
Since e-books are customer-facing communications, it is important to make them very
easy to find. The overwhelming volume of digital media can create clutter for even the
most loyal customers. Once the e-book has been published on the company website,
you will need to coordinate with your organization’s marketing department to promote
it across other media channels, such as email, newsletters, press releases, social
media, paid search advertisements and other types of display ads, industry
magazines, websites, or advertisements in digital publications. Increasing visibility will
increase the chances of your e-book being noticed, read, and shared.
The visually engaging e-book format provides the technical communicator with
another effective solution for delivering extensive technical information for nontechnical audiences. Easy-to-follow charts, graphs, tables, images, illustrations, and
diagrams can be included with thorough conceptual explanations, providing readers
with a valuable reference resource. In STEM industries, e-books are primarily focused
on customer communications, but are flexible enough to be used for internal or peer
communications. It is important to note that while e-books are popular due to their
casual tone and readability, they still require a rigorous level of research in order to
represent a professional level of expertise. A collaborative planning, writing,
researching, and editing approach is necessary for longer, more complex documents
like the e-book. Through consistently comprehensive technical communications, an
organization becomes a trusted source of expertise among peers and customers alike.
Questions for Reflection
• Who is my audience?
• What expertise does the e-book communicate to the audience?
• How and why does the content build trust with my organization?
• Where will I find the information needed to write the e-book?
9.4Present and Future Implications for Careers
Figure 9.12: A communicator skilled in both general and SME writing can be the
go-to person for communications projects.
Photo by Free-Photos via Pixabay.
White papers and e-books are very specific forms of technical writing. Because they
are among just a few of the communications tactics used within an organization’s
overall communication strategy, it is important for a technical writer to have a
versatile communications skill set. A writer who possesses both general
communicator and SME traits can quickly become an organization’s go-to person for
communications projects.
The following careers frequently require white paper and e-book production:
•
Advertising agency copywriter
•
Industry or trade magazine editor
•
Marketing communicator
•
Product marketing team member
•
Product manager
•
Technical association, technical organization, or independent organization
editor/contributor
•
Technical service and maintenance publication contributor
•
Freelance writer
Implications of White Papers and E-Books in the
Digital Age
As digital media evolves, these fairly broad communications roles may become more
and more specialized. Currently, a general working knowledge of digital media and
communications technology is required for entry-level writing positions. Rather than
focusing on writing and researching, it is increasingly necessary for technical writers
to understand how their documents fit into an organization’s overall marketing and
communications plan.
Figure 9.13: Other digital formats may be used to build on an organization’s
communication strategies.
Photo by QuinceCreative via Pixabay.
Technical writing is a function of current product promotion, future product launches,
advertising and event calendars, and corporate marketing efforts. Each piece
strategically contributes to building the organization’s brand awareness.
Repackaging e-book and white paper content into other digital formats can also
support the organization’s communications strategies. Some formats may include
videos, podcasts, social media animations, quotes, graphics, excerpts, and
interviews with customers or employees. Using a variety of digital media can
effectively support an integrated marketing communications plan.
Sophisticated search algorithms can target specific customer segments and create
personalized marketing messages to quickly reach relevant audiences on their
preferred media platforms. With that said, proficiency in graphic design, video
editing, and social media tools can also be a requirement to support these initiatives.
Career Planning in the Digital Age
In addition to rapid technological changes within their own organizations, technical
communicators will also need to continuously adapt to the latest digital media trends.
Digital technology has also enabled communicators to work and collaborate from
remote locations. While 100 percent remote work may never replace in-person team
building, remote work environments require even stronger internal communication
skills for effective long-distance collaboration. A modern communicator who remains
curious, adaptable, and collaborative can learn to thrive in an ever-changing work
environment.
Questions for Reflection
• What are some key differences between white papers and e-books?
• What kinds of communications skills are necessary to write in these formats?
•
9.5Highlights and Main Takeaways
White Papers and E-Books as Thought
Leadership
•
We have explored the ways in which technical communicators can strategically
•
plan white papers and e-books to build trust in an organization. Serving as
individual tools under an organization’s thought leadership plan, these writing
formats share expertise, authority, and knowledge. As an organization continues
to deliver value through their publications, their audiences begin to perceive the
organization as a trusted technical resource.
•
Key Differences between White Papers and EBooks
•
•
•
Figure 9.14: White papers.
•
Photo by Artem Podrez via Pexels.
While they both serve the purpose of breaking down complex technical
information, the white paper and e-book each have a different audience, tone,
and structure.
•
The white paper is a formal technical report used to present an industry problem
or issue and discuss potential solutions. Within 8 to 10 pages, it aims to
generate discussion among industry peers, partners, and potential customers.
•
The e-book is a versatile electronic book format used to communicate an
extensive amount of technical information. With a much greater length
compared to white papers, the e-book is inherently more structured, and relies
on a more casual tone and highly visual content to improve readability for the
non-technical reader. E-book formats are often used to deliver detailed technical
guides for customer audiences, but they are flexible enough to be used for other
communications purposes.
•
•
•
•
Figure 9.15: E-book.
Photo by Free-Photos via Pexels.
Though some communications experts recommend e-books as an alternative or
total replacement for white papers, the white paper still has its place. Depending
on industry standards, many audiences still prefer publishing and referencing
white papers as a trusted source of technical expertise. Additionally, the white
paper’s formal tone in problem-solving remains a respected communications
style.
•
Understanding audience preferences and behaviors will help determine the
most effective formats and content. In addition to considering audience needs, it
is equally important to align content with your organization’s communications
goals and overall vision.
•
The Big Picture for Technical Communicators
•
Regardless of the format or the writer’s level of technical experience, technical
communicators need collaboration. A communicator of any style can
successfully write technical communications. Earlier in the course, we discussed
how effective internal communications can lead to better collaboration.
•
While writing about a technical topic may seem daunting, you do not necessarily
need to be a subject matter expert in order to write about a topic, especially
when the communications goal is to break the information down to the beginner
level. To bridge the gap between expert and general audiences, initiate
conversations with others to create an inclusive and cohesive learning
environment for every communications project. Curiosity and collaboration will
certainly help today’s technical communicators thrive in the constantly evolving
world of digital technology.
•
Previous
Chapter 8: Grant Writing
8.1Making Ideas and Dreams Reality: Why Grants
Matter
Topic 8 Introduction Transcript
Download Material
Figure 8.1: Daydreaming about an idea.
© Shutter B/Adobe Stock
Have you ever daydreamed about an idea that you thought had merit, and then one
day seen it in a store or advertised on television or on the internet? How did that
vision or idea become a reality?
Grants are one way that dreams and innovations like these can be realized. The key
to successfully seeking and obtaining grant funding is merit. Merit is the means
through which you earn trust as part of an organization, and when donors see that
your organization has merit, they will be more willing to contribute to your purposes.
Merit is something that has value or worth to someone or to society in general.
Alexander Graham Bell invented the telephone after he saw the value and merit of
the telegraph. Sometimes inventors use their own resources and apply “sweat
equity” to realize their dream, but in today’s complex, highly technical world, most
new innovations are add-ons to something already in existence (like apps for a
smartphone, or APIs, as we discussed in Topic 1).
A researcher at a university may have an “ah-ha!” moment, but neither the
researcher nor the university always has the financial resources to take an idea to
the next step. In the private equity world, in the arena of finance and capital
resources, private investors look for opportunities that will enrich their portfolios or
boost their public personas.
The focus in soliciting grants is slightly shifted from the traditional attitude for gaining
investors. The outcome, or return on investment, as a result of grant funding must
appeal to more altruistic reasons for parting with money. Nonprofits and government
agencies alike require funding, so generally, grants are written to support causes
that benefit everyone—a community, a state, or even a nation.
Generally, any grant proposal you prepare will be either your organization’s reply to
an RFP (request for proposal), or a request that your organization has prepared in
hopes of piquing the interest of a foundation, government agency, or benefactor that
has a history of making donations. As the technical communicator, you have to make
a persuasive, logical case for the government, a charity, or foundation to part with
money—money that others are also seeking for their causes.
Tips for a Successful Grant Proposal
Figure 8.2: A successful grant proposal.
Photo by Tima Miroshnichenko via Pexels.
The first question to ask yourself regarding writing a grant proposal is, How is it
different from other kinds of technical writing?
Grant proposal writing, often merely called grant writing, is a persuasive style of
technical writing that often incorporates formal styles of writing and follows strict
parameters—often using predictable documentation architecture. Like research
proposals, grant proposals are a genre of technical communication that informs an
audience about the value a project or organization brings to the world—with the
purpose of obtaining grant funding.
Maybe we ought to go back one step and ask, “Why do people write grants?” Or
even, “Why is it important to me that I learn the ‘art and science of grant writing’?”
First, remember that a well-written grant (read, grant proposal) is persuasive as well
as technical. Therefore, it takes a skilled technical communicator to construct an
effective grant proposal.
Second, a good grant must be able to explain why the donor is accepting grant
proposals and why the donor should consider your proposal. In section 6.1, we
discussed other types of responses to requests for proposals (RFPs); grant
proposals are similar in their nature.
Third, a grant RFP usually contains spelled-out specifications that organizations
seeking the grant must meet to qualify; these include such things as years in
business, staff size, insurance, similar work for other organizations, and so forth.
Ensuring you meet these strict parameters, as well as using certain kinds of
documentation architecture, bibliographic citations, and other formatting guidelines,
is essential. Otherwise, your organization may be disqualified, regardless of the
validity of your proposal.
Write down the list of requirements and follow it to the letter as you formulate your
proposal. Like research proposals, grant proposals are a genre of technical
communication that informs an audience about the value a project or organization is
offering. Typically, grant funding meets the specific needs of an organization for a
specific project or for ongoing support. Grants are typically awarded to fund
innovative projects or programs and can provide seed money or capital needed for
an organization to maintain financial viability. Defining the project, carefully crafting
need statements and program narratives, constructing realistic discussions of
impact, and understanding a budget justification or budget detail will increase the
chances that your grant proposal will be awarded with funding.
Figure 8.3: Other donors are more likely to contribute.
Photo by Karolina Grabowska via Pexels.
When an organization is awarded one grant, other donors are more likely to also
contribute to the organization’s mission, which increases “brand trust” in the
organization. When a proposal meets the often strict parameters of the donor or
benefactor, other organizations may see that as evidence of organizational reliability,
leading them to contribute funding of their own. (You will have an advantage if you
can discover other organizations that would be likely to follow the lead set by the
initial donor.)
Persuasive communication can often take the form of a story or narrative, such as
when you provide a “case in point” by explaining how your efforts have made a
difference elsewhere. Narrative theory as a way to communicate the needs of the
beneficiary uses language that is not as technical as that found in a research
proposal—narrative style communication goes beyond technical communication.
Narrative theory is concerned with the affective (emotional) and ethical impact the
communication activates in the audience. Grant proposals that include case studies
or examples using this narrative approach, especially when the examples are well
documented, can help make your case.
Grant funding that is managed well by an organization can have an ongoing positive
impact on the world; success begets success!
8.2A Unique Appeal Style: Delivering the Right Message
to the Right Audience
Getting Started
Here are some key steps to take as you begin formulating a well-written grant
proposal:
Figure 8.4: Explain it to a friend.
Photo by Gabby K via Pexels.
1. Be able to answer the question, What’s the big idea? Be able to describe to
a friend in a few words what your idea or solution is, why your solution is the
best of alternatives, how you plan on carrying out your idea, and how much it
will cost to deliver on your proposal. This concise representation of your idea is
sometimes called the “elevator pitch,” since it should be something that you can
deliver to a listener as you go up the elevator to the 10th floor. This summary
will often appear as the abstract at the beginning of the proposal, where you
prepare the donor for what you’re going to tell them before going into detail.
2. Carefully craft the need statement. This statement should answer the
question that the donor is asking: “Why do you want our money, and what are
you going to do with it?” Address the need that the funding opportunity is
intended to fill, not the organization’s need for a funding source.1 In other words,
you should be explaining how your organization will make a difference with the
grant funding, not what the funding will do for your organization.
Here’s an example: The North Dakota State Library focused a grant proposal on
the need to train librarians at small libraries to organize “learn-to-code initiatives”
for local youth. In their proposal, they explained that “efforts in recent years have
expanded coding education, but limitations in both people and technology in
rural areas has meant very little progress, resulting in a widening gap in access
between urban/suburban and rural populations.”2 The grant writers established
their stance that “public libraries serving small and rural communities throughout
the U.S. can provide access and exposure to help young people achieve the
gains from computer programming.”3 As a result of the proposal’s success in
illustrating the need for more computer coding opportunities in rural
communities, the North Dakota State Library was given a generous grant.
Figure 8.5: Get help from reviewers.
Photo by Ivan Samkov via Pexels.
3. Get help from reviewers, critics, and proofreaders. Before you get too lost in
the midst of your content, try your elevator pitch out on someone else. Find
reliable content experts, colleagues, or a supervisor who can review your
content along the way. A blog on grant-writing tips (from the US Government)
suggests that you “consider asking your early proofreaders to focus on macro
issues, such as the organization of narrative sections or the logical flow within
your application narrative.”4 Getting the opinions of others will ensure that your
proposal makes sense to people other than you.
4. Create a credible, realistic budget. When competitors for a contract, bid, or
grant offer similar strengths and capabilities, the choice will usually (though not
always) come down to money. The bureau or foundation will want to know how
you came up with your budget. Be prepared to offer an answer. While you may
be writing the proposal, someone else in your organization may be doing the
number crunching. You should be free to ask them that same question: “How
did we come up with these numbers?” In the case of highly technical subjects,
having a peer-review panel may be necessary to qualify the proposal. Your
proposal will be no better than the accuracy or reliability of the content you are
including in it.
Often, subcontractors will be involved in the budget (a carpet layer, a printer, or
a TV studio). You may need to demonstrate that you solicited bids for these
services from reliable sources. If you are marking up their work or products, find
out what mark-up percentages are acceptable.
5. Understand your target audience—the donor. Consider the donor that you
are appealing to for grant funding. Begin by making a list of (1) key decision
makers, (2) deadlines, (3) expectations, (4) other donations or groups that have
successfully received grants from your potential donor, and (5) the mission or
scope of the agency, group, or donation. Most organizations will have a website,
a board of directors, or a list of officers, so find out all you can so that you are
able to make the case that your organization is a good fit to receive a grant.
The Grant Writing Process
Writing an effective grant proposal follows a specific, proven process. This process
starts with making a plan, then laying a foundation and adding all the pieces, one step
at a time.
Generally, writing a grant follows four core steps:
1. Planning
2. Budgeting
3. Writing
4. Implementing
Planning. Planning begins with a clear description of why you are seeking a grant.
What are the benefits to the community or area? How does the proposed project
benefit the grantor, its mission, reputation, or stockholders? What are the critical
needs of a particular group of people or community that are not currently met and that
the proposed project or program would address?
In other words, you must be able to clearly articulate the reason why this grant is
needed, not only for the donor but for yourself and others who are helping in the grantwriting process. You should be able to summarize the reasons for the grant in a
succinct overview that leads the reader to want to learn more.
Then, you will want to be able to describe a step-by-step process following a timeline,
based on reality, to illustrate HOW and WHEN the plan will proceed until it’s finally
completed and the budget has been exhausted. A PERT (program evaluation and
review technique) or Gantt chart might be helpful to illustrate what will happen when.
Budgeting. Here is where you will need to rely on others to help you collect
information on real costs and mark-ups, staff time, the purchasing process, delivery,
and construction. Every industry or organization will follow standard operating
procedures to provide reliable costs that will meet the objectives without overinflating
the estimates and losing the bid as a result.
Writing. Start with an outline that focuses on what you want the grant reader to know,
feel, and do at each step along the way. You provide details about why the grant is
needed, what you are planning to do with the resources (with a description of the
deliverables required) and why you and your organization are uniquely qualified to do
the job.
Figure 8.6: Start with an outline.
Photo by Startup Stock Photos via Pexels.
Facts and statistics alone are not enough to make the case. The donors must be able
to see the vision of what you are proposing. Paint a picture for them. Turn an idea into
a cause. Your passion for what you are proposing must come through. Often, that
requires a visual aid, a chart, an illustration, or something that represents what is in
your mind’s eye. They must want what you want; otherwise, they’ll simply keep their
money!
If you have done your homework, you should know what is important to the donor or
grantor. What other organizations have received funds from them? Understanding
what their passions are will help you make a case for your passions.
One way to do that is to clearly define your goals and objectives. If you are, for
example, writing a proposal to help the homeless, what statistics can you point to in
order to demonstrate how your program will provide 200 more beds for single men and
100 more places for homeless families in the next fiscal year? Spell out how you will
achieve your goals, without overinflating or exaggerating what the benefits will likely
be.
Using a Scaffolding Process to Write Your Proposal
Like building any structure, writing a grant proposal starts at the ground floor and goes
up from there. The scaffolding approach to technical writing, particularly in composing
a grant proposal, follows this pattern. Start with all the pieces you have that might fit
into the document and follow this process:
1. Brainstorming. The initial process in creating your document will likely be
random, even haphazard. But the idea is to put down everything you think might
be important, without regard for where the idea came from or who suggested it.
First, pick someone to lead a group discussion—perhaps a supervisor—who will
ensure that nothing is left out. What elements are critical? What does the group
think might appeal to the donor? Are there some components that are essential,
and others that are appealing but not absolutely necessary? Write them all
down. Capture them on a whiteboard or large sheets of paper taped to the wall.
Then, begin ranking them in order of importance. These steps, components, or
elements should then be recorded and distributed to all the participants.
2. Outlining. The primary writer or leader of the effort will then organize the
thoughts and priorities revealed during the brainstorming step, with details and
specifics. The writer may have to interpret what the leader summarized as the
important parts that the brainstorming session generated. This outline can then
be shared, reviewed, and rewritten depending on feedback from the group.
3. Writing the rough draft. A well-organized and succinct outline should serve as
a good launching pad for writing the initial rough draft. A solid outline visually
identifies the various sections of the paper to allow participants to elaborate,
explain, and annotate each section and develop the paper into cohesive
paragraphs. Having outlined sections is especially helpful if diffe…