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For	
  many	
  of	
  us,	
  our	
  success	
  as	
  
professional	
  communicators	
  depends	
  
on	
  how	
  successfull...
The	
  ideas	
  in	
  this	
  presenta-on	
  are	
  
based	
  on	
  wri-ng	
  techniques,	
  
however,	
  
they	
  are	
  ...
Always	
  remember:	
  
ProducGve	
  relaGonships	
  with	
  SMEs	
  
don’t	
  happen	
  by	
  accident.	
  
3	
  
The	
  ...
The	
  acquisiGon	
  of	
  informaGon	
  
is	
  managed	
  for	
  some	
  writers.	
  
4	
  
The	
  Reluctant	
  SME;	
  ©...
Situa-on	
  normal	
  in	
  some	
  departments	
  
and	
  companies:	
  
Providing	
  informaGon	
  to	
  the	
  tech	
  ...
With	
  shy	
  and	
  elusive	
  SMEs,	
  we	
  find	
  
that	
  their	
  bad	
  behaviors	
  oFen	
  fall	
  
into	
  two	...
We	
  resort	
  to	
  hun-ng	
  SMEs.	
  
7	
  
The	
  Reluctant	
  SME;	
  ©	
  2014	
  Elisa	
  Sawyer,	
  
MS	
  and	
 ...
SME	
  hunGng	
  by	
  tech	
  writers	
  tends	
  
to	
  	
  fall	
  into	
  three	
  categories:	
  
•  Stalking	
  
•  ...
What	
  if	
  you	
  could	
  get	
  SMEs	
  to	
  seek	
  
you	
  out	
  in	
  order	
  to	
  give	
  you	
  info?	
  
! ...
OK,	
  let’s	
  dream	
  about	
  some	
  reali-es:	
  
•  Most	
  people	
  like	
  to	
  talk	
  shop.	
  
•  Most	
  pe...
Here’s	
  a	
  key	
  convenient	
  truth:	
  
Almost	
  no	
  one	
  wants	
  to	
  do	
  the	
  
hard	
  work	
  of	
  w...
SME	
  Hunter	
  vs.	
  Knowledge	
  Partner	
  
SME	
  hunter	
   Knowledge	
  partner	
  
Short-­‐term	
  focus:	
  Conc...
The	
  magic	
  elixir:	
  
We’ve	
  got	
  story!	
  
The	
  art	
  and	
  craf	
  of	
  wriGng	
  gives	
  us	
  an	
  
...
We	
  writers	
  are	
  astute	
  observers.	
  
Within	
  our	
  roles	
  as	
  writers,	
  we	
  make	
  
careful	
  obs...
Working	
  as	
  knowledge	
  partners,	
  we:	
  
•  Set	
  the	
  stage	
  for	
  collaboraGon.	
  
•  IdenGfy	
  SME	
 ...
Observe	
  your	
  work	
  sejng.	
  
Ques-ons	
  about	
  your	
  company	
  culture	
  	
  
to	
  answer	
  
and	
  revi...
SME	
  roles	
  (character)	
  within	
  sejng	
  
An	
  SME	
  responds	
  as	
  a	
  character	
  within	
  a	
  seNng.	...
An	
  essenGal	
  “how	
  to”	
  for	
  creaGng	
  
drama:	
  
What	
  a	
  character	
  wants	
  is	
  at	
  odds	
  
wit...
Dealing	
  with	
  unintenGonal	
  sabotage	
  
•  Recognize	
  when	
  our	
  SMEs’	
  well-­‐intenGoned	
  
efforts	
  ca...
More	
  on	
  unintenGonal	
  sabotage	
  
•  Special	
  case:	
  the	
  talented	
  SME	
  with	
  character	
  
flaws	
  ...
While	
  most	
  sabotage	
  is	
  
unintenGonal,	
  occasionally	
  it’s	
  
not…	
  
21	
  
The	
  Reluctant	
  SME;	
  ...
Expanding	
  on	
  strengths,	
  
both	
  ours	
  and	
  others:	
  
We	
  can	
  make	
  everyone	
  look	
  
beper.	
  
...
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Transcript of "Stc 2014-reluctant-sme"

  1. 1. For  many  of  us,  our  success  as   professional  communicators  depends   on  how  successfully  we  work  with   SMEs.   1   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  2. 2. The  ideas  in  this  presenta-on  are   based  on  wri-ng  techniques,   however,   they  are    valid  for  use  in  other   professions.   2   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  3. 3. Always  remember:   ProducGve  relaGonships  with  SMEs   don’t  happen  by  accident.   3   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  4. 4. The  acquisiGon  of  informaGon   is  managed  for  some  writers.   4   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  5. 5. Situa-on  normal  in  some  departments   and  companies:   Providing  informaGon  to  the  tech   writer  is  low  priority.   (But,  what’s  up  with  that?)   5   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  6. 6. With  shy  and  elusive  SMEs,  we  find   that  their  bad  behaviors  oFen  fall   into  two  categories:   • Avoidance   • Antagonism   6   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  7. 7. We  resort  to  hun-ng  SMEs.   7   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  8. 8. SME  hunGng  by  tech  writers  tends   to    fall  into  three  categories:   •  Stalking   •  Using  clever  lures  to  draw  them   into  traps   •  Making  offers  they  can’t  refuse   8   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  9. 9. What  if  you  could  get  SMEs  to  seek   you  out  in  order  to  give  you  info?   ! I’d  die  of  surprise.   ! I  wouldn’t  know  what  to  do  with  all  the   Gme  I’d  be  saving.   ! I’d  know  for  certain  that  I  was  dreaming.   9   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  10. 10. OK,  let’s  dream  about  some  reali-es:   •  Most  people  like  to  talk  shop.   •  Most  people  like  to  tell  their  stories.   •  Good  storytellers  always  have  audiences.   •  Almost  everyone  wants  to  be  an  author.     10   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  11. 11. Here’s  a  key  convenient  truth:   Almost  no  one  wants  to  do  the   hard  work  of  wri-ng,  and  that’s   where  we’re  the  experts.   ☺     11   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  12. 12. SME  Hunter  vs.  Knowledge  Partner   SME  hunter   Knowledge  partner   Short-­‐term  focus:  Concerned  with   immediate  project.     Long-­‐term  focus:  Builds  knowledge   base  for  later  projects  and  expands   your  influence.     Quick  fixes:  Driven  by  necessity,   results  can  be  uneven.   Able  to  address  problems  at  their   source:  results  are  higher  in  quality.   Seen  by  others  as  necessary  evil,   annoyance,  obstacle,  or  roadblock.     Seen  by  other  as  a  contributor  and  part   of  the  team.   Not  integrated  into  project.   Fully  integrated  into  project.   Ofen  excluded.   Ofen  invited  and  included.   12   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  13. 13. The  magic  elixir:   We’ve  got  story!   The  art  and  craf  of  wriGng  gives  us  an   amazingly  powerful  set  of  tools…   13   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  14. 14. We  writers  are  astute  observers.   Within  our  roles  as  writers,  we  make   careful  observaGons  with  respect  to:   • Sejngs   • Characters   • Dramas   14   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  15. 15. Working  as  knowledge  partners,  we:   •  Set  the  stage  for  collaboraGon.   •  IdenGfy  SME  “red  flag”  behavior  and  deflect  their   pull  into  unproducGve  dramas.   •  Realize  that  we  control  our  own  acGons  and  not   those  of  others.     •  Respect  others:  listen  carefully  to  their  stories,   show  appropriate  empathy,  and  stay  flexible.   •  Recognize  that  communicaGon  skills  are  useful   beyond  the  page  and  use  them  to  build  mutually   beneficial  relaGonships.   15   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  16. 16. Observe  your  work  sejng.   Ques-ons  about  your  company  culture     to  answer   and  revisit  occasionally:   •  Is  the  work  environment  informal  or  formal?   •  Is  the  power  structure  hierarchical  or  is  power   shared,  implicitly  or  explicitly?   •  What  are  the  spoken/unspoken  rules?   •  Are  there  hidden  agendas?   16   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  17. 17. SME  roles  (character)  within  sejng   An  SME  responds  as  a  character  within  a  seNng.   Scop  Myer’s  five  character  archetypes:     Protagonist   Nemesis   Apractor   Mentor   Trickster        How  do  you  see  your  SME?        How  does  your  SME  see  you?   17   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  18. 18. An  essenGal  “how  to”  for  creaGng   drama:   What  a  character  wants  is  at  odds   with  what  they  need.   So,  how  do  we  reduce  office  drama?   18   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  19. 19. Dealing  with  unintenGonal  sabotage   •  Recognize  when  our  SMEs’  well-­‐intenGoned   efforts  cause  problems.   •  Recognize  when  our  own  well-­‐intenGoned   efforts  cause  problems.   You  can  usually  get  your  project  back   on  track  aFer  an  incident  of   uninten-onal  sabotage.   19   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  20. 20. More  on  unintenGonal  sabotage   •  Special  case:  the  talented  SME  with  character   flaws   •  Special  case:  when  you  as  a  writer  discover   that  a  situaGon  is  pushing  you  beyond  your   limits   20   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  21. 21. While  most  sabotage  is   unintenGonal,  occasionally  it’s   not…   21   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
  22. 22. Expanding  on  strengths,   both  ours  and  others:   We  can  make  everyone  look   beper.   22   The  Reluctant  SME;  ©  2014  Elisa  Sawyer,   MS  and  Ann  Marie  Queeney  
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