Introduction <ul><li>The Naval S&T Strategy provides the starting point for effective communication alignment with Navy/Ma...
Introduction  (cont) <ul><li>Through internal and third party communication assessments, anecdotal evidence indicates that...
<ul><li>Optimize the workforce </li></ul><ul><li>Aggressively Prosecute GWOT </li></ul><ul><li>Build Navy-USMC force for T...
ONR provides technological advantage for America’s Naval forces and our Allies ONR Vision? <ul><li>Articulate organization...
<ul><li>COMMUNICATION PRIORITIES </li></ul><ul><li>Execute a Communication Strategy to: </li></ul><ul><ul><li>Dispel Myths...
From 13 Investment Focus Areas to… <ul><li>SIX S&T THEMES </li></ul><ul><li>Dominating the Battle in the Littorals  </li><...
Corporate Communication Toolkit STRATEGIC COMMUNICATION TOOLS Standard / Traditional Tools 5-PRONG APPLICATION <ul><li>Cha...
Code 33 Code 31 INPs Code 32 Code 30 FNCs BIZOPS <ul><li>Independent efforts </li></ul><ul><li>Traditional Comms “Inform” ...
Communication Approach Section 1 Tactical & Strategic Communications SECTION 2 In This Section <ul><li>Tactical & Strategi...
Communication Approach Section 1 Communications Goals <ul><li>Internal Objectives  </li></ul><ul><ul><li>Build among ONR m...
Communication Approach Section 1 Our Communications Goals <ul><li>External Objectives </li></ul><ul><ul><li>Position ONR a...
Communication   Approach Strategic Approach Targets Perception Factors of TRUST, BENEFIT & CONTROL PHASE PURPOSE ACTION PE...
<ul><li>With an understanding of the desired communication outcome,  carefully consider </li></ul>Communication Approach S...
Communication Approach Choosing the Right Messages  Section 1 This toolkit contains four key ONR Corporate messages.  Thes...
Communication Approach Choosing the Right Messenger Section 1 <ul><li>Credibility of the messenger is vital – a third part...
Communication Approach Choosing the Right Channels Section 1 <ul><li>Email </li></ul><ul><li>Print materials </li></ul><ul...
Communication Approach Managing Feedback Section 1 <ul><li>Provide timely responses to feedback </li></ul><ul><li>Avoid le...
Communication Approach Measuring Our Success Section 1 <ul><li>Metrics will </li></ul><ul><ul><li>Assess reliable data thr...
Communication Approach Sample: S&T Partnership Conference  <ul><li>Choosing the Right Messages </li></ul><ul><ul><li>ONR’s...
Message Map Overview Section 2 Using Organizational Messaging SECTION 3 In This Section <ul><li>Organizational Messaging <...
Message Map Overview Section 2 Message Map Circa 47 BC Area of Concern How goes the war? Key Message 1 I came SF1 The jour...
ONR Corporate Message Map Section 2 Diagram Overview with Detailed Outline of Core Key Messages Key Message 3 ONR is the p...
Key Message 1 S&T Partnership Conference  provides broad access to ONR SF1 Many Program managers will be present <ul><li>T...
Upcoming SlideShare
Loading in …5
×

S&amp;T Partnership Conference Toolkit Final

497 views

Published on

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
497
On SlideShare
0
From Embeds
0
Number of Embeds
9
Actions
Shares
0
Downloads
8
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • The picture here gives you a simple flow of how any objective can be cascaded down to OPNAV, hence, down to the directorate level. Lets take Human Capital Management – to the OSD – transform, to SECNAV – Optimize to the CNO – once again, transform – finally to OPNAV diversity – a key component of the change in workforce
  • In addition to traditional products, our 5-Prong Approach to communications: 1) Incorporates Change Communication Principles throughout 2) Applies Tactical Strategies to specific Critical Issues 3) Plans for Crisis and mobilizes assets in emerging situations 4) Takes advantage of Information Technology capabilities, and 5) Uses Video/Multi-Media Methodology to deliver the messages
  • This strategic approach to communication is yielding successes for ONR, as we are working with various initiatives. We’re using the approach consistently to Involve our workforce and supervisors attain focused, consistent messages , and develop a better understanding by the workforce We’re working on several key initiatives at this time….
  • S&amp;T Partnership Conference Toolkit Final

    1. 1. Introduction <ul><li>The Naval S&T Strategy provides the starting point for effective communication alignment with Navy/Marine Corps strategic initiatives. </li></ul><ul><li>The 2008 S&T Partnership Conference and other engagement initiatives are key elements of ONR’s strategic communication approach aimed at reaching our organizational goals. </li></ul><ul><li>This toolkit is designed to provide you with the necessary tools to will facilitate successful engagement with stakeholders, at the conference, and throughout the year. Its use will: </li></ul><ul><ul><li>Align Leadership on Communication Goals </li></ul></ul><ul><ul><li>Ensure Consistency of Messaging </li></ul></ul><ul><ul><li>Position ONR Consistent with its Mission </li></ul></ul><ul><ul><li>Address Perceptions and Concerns </li></ul></ul><ul><li>The ONR Corporate Strategic Communications (CSC) team will analyze success of communication initiatives in gaining informed support of ONR’s overarching strategic goals. They will adjust the communication approach, as required, to ensure objectives are met. </li></ul><ul><li>For additional assistance or guidance please contact the ONR Corporate Strategic Communications Director, Cathy Partusch, at 703.696.0345, 301.997.8133 or via email at [email_address] </li></ul>About this Toolkit Table of Contents Section 1 Introduction Section 2 ONR Communication Approach Section 3 Message Map Overview Section 4 ONR Corporate Message Maps & Fact Sheet Overall S&T Partnership Conference Message Map Sections 5-10 Theme Message Maps & Fact Sheets
    2. 2. Introduction (cont) <ul><li>Through internal and third party communication assessments, anecdotal evidence indicates that ONR faces a reputational challenge. Negative perceptions can: </li></ul><ul><ul><li>Diminish critical stakeholder support for ONR’s budget </li></ul></ul><ul><ul><li>Jeopardize warfighter’s confidence in ONR </li></ul></ul><ul><ul><li>Reduce the pride of ONR members, and our S&T partners in their affiliation with ONR </li></ul></ul><ul><ul><li>Increase the burden on ONR leadership to explain and defend our value added </li></ul></ul><ul><ul><li>Negatively impact sustainment of the S&T workforce and ONR’s ability to recruit/retain the brightest minds </li></ul></ul><ul><li>This Toolkit, in conjunction with this year’s conference, provides a focused communication strategy to dispel negative perceptions, position ONR as the Center for innovation; a global leader in S&T research; and the path to putting products in the fleet in response to long-term, naval strategic planning requirements. </li></ul>Why a Toolkit? ONR’s Mission <ul><li>“ To plan, foster, and encourage scientific research in recognition of its paramount importance to future Naval power and national security.” </li></ul><ul><ul><li>– Public Law 588 </li></ul></ul><ul><ul><li>of 1946 </li></ul></ul>
    3. 3. <ul><li>Optimize the workforce </li></ul><ul><li>Aggressively Prosecute GWOT </li></ul><ul><li>Build Navy-USMC force for Tomorrow </li></ul><ul><li>Safeguard people and resources </li></ul><ul><li>Strengthen Ethics </li></ul><ul><li>Provide first-rate facilities </li></ul><ul><li>Sustain Current Readiness </li></ul><ul><li>Build a Fleet for Tomorrow </li></ul><ul><li>Develop 21 st Century Leaders </li></ul>CNR 2008/9 Key Objectives SECNAV 2008 Objectives CNO 2008 NSP Goals Aligning to Strategic Guidance “ ONR serves the next generation warfighter, now” <ul><li>Improve our internal processes to increase speed and efficiency and allow us to focus on enhancing core functions </li></ul><ul><li>Increase the speed and quantity of quality S&T that transitions to the acquisition programs and directly to the Fleet </li></ul><ul><li>Improve our ability to find and leverage international S&T into the DoN's programs, Integrate ONRG more effectively into core HQ programs </li></ul><ul><li>Establish ONR as a pre-eminent S&T organization, recognized both inside and outside the DoN, and seen as the place to go with good ideas and innovative concepts </li></ul>
    4. 4. ONR provides technological advantage for America’s Naval forces and our Allies ONR Vision? <ul><li>Articulate organization goals </li></ul><ul><li>Develop a compelling vision </li></ul><ul><li>Identify the priorities/objectives to attain it </li></ul>Mission “to plan, foster, and encourage scientific research in recognition of its paramount importance to future Naval power and national security.” – Public Law 588 of 1946 Articulating Organizational Guidance CNR 2008/9 Key Objectives <ul><li>Improve our internal processes to increase speed and efficiency and allow us to focus on enhancing core functions </li></ul><ul><li>Increase the speed and quantity of quality S&T that transitions to the acquisition programs and directly to the Fleet </li></ul><ul><li>Improve our ability to find and leverage international S&T into the DoN's programs, Integrate ONRG more effectively into core HQ programs </li></ul><ul><li>Establish ONR as a pre-eminent S&T organization, recognized both inside and outside the DoN, and seen as the place to go with good ideas and innovative concepts </li></ul>
    5. 5. <ul><li>COMMUNICATION PRIORITIES </li></ul><ul><li>Execute a Communication Strategy to: </li></ul><ul><ul><li>Dispel Myths Target misperceptions, internal and external, about the role/value of ONR in the continuum on S&T naval research </li></ul></ul><ul><ul><li>Communicate Performance Illustrate linkage between S&T Focus Areas and strategic guidance (Maritime Strategy, NSP). </li></ul></ul><ul><ul><li>Build Coalitions Improve Communications to broaden understanding/commitment to the S&T vision, and expand relations with ONR partners. </li></ul></ul><ul><ul><li>Lead the Vision Position ONR as “Sustaining the Edge” through leap-ahead technology. Highlight transition successes. </li></ul></ul>Our Communication Priorities Communicating our Vision and Strategic Priorities Vision ONR provides technological advantage for America’s Naval forces and our Allies CNR 2008/9 Key Objectives <ul><li>Improve our internal processes to increase speed and efficiency and allow us to focus on enhancing core functions </li></ul><ul><li>Increase the speed and quantity of quality S&T that transitions to the acquisition programs and directly to the Fleet </li></ul><ul><li>Improve our ability to find and leverage international S&T into the DoN's programs, Integrate ONRG more effectively into core HQ programs </li></ul><ul><li>Establish ONR as a pre-eminent S&T organization, recognized both inside and outside the DoN, and seen as the place to go with good ideas and innovative concepts </li></ul>
    6. 6. From 13 Investment Focus Areas to… <ul><li>SIX S&T THEMES </li></ul><ul><li>Dominating the Battle in the Littorals </li></ul><ul><li>Dominating the Electromagnetic Spectrum </li></ul><ul><li>Adaptable Autonomous Systems </li></ul><ul><li>Next Generation Hull, Power & Propulsion </li></ul><ul><li>Out-thinking & Out-adapting the Enemy </li></ul><ul><li>Fighting at Hypervelocity & Light Speed </li></ul>Communicating the S&T Plan <ul><li>Power & Energy </li></ul><ul><li>Distributed Operations </li></ul><ul><li>Operational Environments </li></ul><ul><li>Naval Warrior Performance & Protection </li></ul><ul><li>Maritime Domain Awareness </li></ul><ul><li>Survivability & Self-Defense </li></ul><ul><li>Asymmetric & Irregular Warfare </li></ul><ul><li>Platform Mobility </li></ul><ul><li>Information, Analysis and Communication </li></ul><ul><li>Fleet/Force Sustainment </li></ul><ul><li>Power Projection </li></ul><ul><li>Affordability, Maintainability and Reliability </li></ul><ul><li>Assure Access and Hold at Risk </li></ul>Future Force
    7. 7. Corporate Communication Toolkit STRATEGIC COMMUNICATION TOOLS Standard / Traditional Tools 5-PRONG APPLICATION <ul><li>Change Communication Planning / Implementation </li></ul><ul><li>Tactical Communication Planning </li></ul><ul><li>Crisis Communication Planning </li></ul><ul><li>Information Technology Capabilities (www) </li></ul><ul><li>Video / Multi-Media Methodology </li></ul>
    8. 8. Code 33 Code 31 INPs Code 32 Code 30 FNCs BIZOPS <ul><li>Independent efforts </li></ul><ul><li>Traditional Comms “Inform” </li></ul><ul><li>Consolidated effort around Six Themes </li></ul><ul><li>Strategic Comms “Inform, Involve, Engage” </li></ul>Traditional Strategic Approach D&I Code 34 Our Communication Goal Code 35 S&T Workforce External Audiences ONR INTEGRATED TEAM… Consistent Message Innovation Stewardship of Resources Future Force Current Readiness
    9. 9. Communication Approach Section 1 Tactical & Strategic Communications SECTION 2 In This Section <ul><li>Tactical & Strategic Communications </li></ul><ul><li>Communication Goals </li></ul><ul><li>Internal and External </li></ul><ul><li>Guide to Managing Communications </li></ul><ul><li>Choosing the right Messages </li></ul><ul><li>Choosing the right Messenger </li></ul><ul><li>Choosing the right Channels </li></ul><ul><li>Managing Feedback </li></ul><ul><li>Measuring Success </li></ul><ul><li>Traditional “Inform” </li></ul><ul><ul><ul><ul><li>Example: Print material, multi-media messaging videos, newsletters, email, etc. </li></ul></ul></ul></ul><ul><li>Internal Objective Create awareness. Communicate priorities, status and tasks </li></ul><ul><li>External Objective Target stakeholders with information </li></ul><ul><li>Strategic “Inform, Involve, Engage” </li></ul><ul><ul><ul><ul><li>Example: Information Exchange, as well as a variety of print material, multi-media messaging/discussion videos, newsletters, email deployed within the framework of the strategic communication engagement process; supervisor/program manager communication network </li></ul></ul></ul></ul><ul><li>Internal Objective Accountability, alignment of resources/ </li></ul><ul><li>effort </li></ul><ul><li>External Objective Deepen stakeholders relations, target </li></ul><ul><li>perceptions/beliefs; gain informed support </li></ul>
    10. 10. Communication Approach Section 1 Communications Goals <ul><li>Internal Objectives </li></ul><ul><ul><li>Build among ONR members awareness, knowledge and understanding of the mission, vision and S&T results </li></ul></ul><ul><ul><ul><li>Key Action: Establish and sustain an internal engagement process, such as the Information Exchange, to provide ONR members with routine and meaningful two-way communication </li></ul></ul></ul><ul><ul><li>Train and equip ONR leadership with tactical and strategic communication tools/methods to enroll them as ambassadors to all other stakeholders </li></ul></ul><ul><ul><ul><li>Key Action: Sustain training initiated on “risk communication” principles to develop a base of understanding for the power and potential that a comprehensive communication strategy provides </li></ul></ul></ul><ul><ul><li>Generate buy-in with ONR members for key CNR initiatives </li></ul></ul><ul><ul><ul><li>Key Action: Establish key internal communication mechanisms that enable feedback on change management issues recognizing that effective “Communication” is central to successful change initiatives </li></ul></ul></ul>Internal Goal Inspire the workforce and engage them in CNR’s strategic objectives for the organization OUR OBJECTIVES
    11. 11. Communication Approach Section 1 Our Communications Goals <ul><li>External Objectives </li></ul><ul><ul><li>Position ONR as the destination for innovative ideas </li></ul></ul><ul><ul><ul><li>Key Action: Establish and sustain high profile actions that accurately position ONR as delivering S&T results (to the acquisition community and warfighter) </li></ul></ul></ul><ul><ul><li>Position ONR as “serving the next generation warfighter, now” </li></ul></ul><ul><ul><ul><li>Key Action: Establish and sustain a strategic engagement process, such as the S&T Partnership Conference, to spark ongoing dialogue on future focus/activities for ONR and its stakeholders in the Naval Research Enterprise – establish the path to putting products in the fleet </li></ul></ul></ul><ul><ul><li>Establish ONR in the S&T workforce as “a great place to work” </li></ul></ul><ul><ul><ul><li>Key Action: Activate an aggressive outreach program to ensure appropriate ONR placement in defense and S&T news coverage, and establish ONR as an accessible source-of-choice (thought leader) for comment and analysis on S&T issues and provide accessibility to key universities, laboratories and other stakeholders </li></ul></ul></ul>OUR OBJECTIVES External Goal ONR is recognized and acknowledged as “Leading the Vision” for the Navy’s future force
    12. 12. Communication Approach Strategic Approach Targets Perception Factors of TRUST, BENEFIT & CONTROL PHASE PURPOSE ACTION PERCEPTION FACTOR TIME FRAME COMMUNICATION PRINCIPLE One INFORM (to increase awareness) Provide access to information and leaders to promote trust and increase the awareness of a change and the need for change <ul><li>Communicate CNR’s Vision and Strategy for realizing both S&T and organizational goals. Hold focus group discussions between: </li></ul><ul><li>CNR and supervisors </li></ul><ul><li>CNR and stakeholders </li></ul><ul><li>TRUST Promote awareness and interest. Providing opportunities for feedback promotes trust : </li></ul><ul><li>Reaching out to ONR internal leaders </li></ul><ul><li>Making ONR more accessible to stakeholders </li></ul><ul><li>Real people to talk to </li></ul>Begin 30 March and ongoing Timely and adequate information on change and consequences help generate stakeholders’ understanding and need for dialogue in uncertainty Two INVOLVE (to increase knowledge) Provide information and process feedback that benefits learning and knowledge with stakeholders. Broaden access to leaders. Continue to deliver timely and activity-based information. Communicate opportunities for access to stakeholders to provide feedback and be included in guiding and influencing the execution and results of CNR’s strategies. <ul><li>BENEFIT Interaction benefits participants by providing a chance to offer input and influence: </li></ul><ul><li>Opportunity to engage </li></ul><ul><li>Influence outcomes </li></ul><ul><li>Work with ONR and our partners for positive change </li></ul>Begin 30 April and ongoing *** Or as needed per unique needs of each initiative Acceptance of change increases in correlation with chance to voice concerns and receive honest, competent and empathetic feedback Three ENGAGE (to increase understanding) Expand Two-Way flow of information to share control and increase informed support and action via greater understanding Use multimedia and face-to-face Two-Way Communication to integrate information sharing into the operational flow to enhance execution of tactics/strategies <ul><li>CONTROL Two-Way methods share control and help develop support: </li></ul><ul><li>Co-ownership of outcomes </li></ul><ul><li>Direct access to leadership </li></ul><ul><li>Voice in decision making process </li></ul>Initiative dependent *** As needed per unique needs of each initiative Continuous meaningful communication actively supports learning, progress and real change
    13. 13. <ul><li>With an understanding of the desired communication outcome, carefully consider </li></ul>Communication Approach Section 1 Guide to Managing Communication <ul><li>The right message content – People can process less information when stressed </li></ul><ul><ul><li>Be Concise – Only three key messages at a time, with supporting facts </li></ul></ul><ul><ul><li>Be Clear – Strive for 6th – 8th grade reading level </li></ul></ul><ul><ul><li>Be Brief – Attention span is reduced </li></ul></ul><ul><ul><ul><li>Limit presentations to 15 minutes or less </li></ul></ul></ul><ul><ul><ul><li>Answer questions in two minutes or less </li></ul></ul></ul><ul><ul><li>Avoid negatives – Emphasize what is true rather than deny what isn’t </li></ul></ul><ul><li>The right messenger – People seek trusted and credible sources when stressed </li></ul><ul><ul><li>Be respectful of people’s concerns – a good listener </li></ul></ul><ul><ul><li>Be honest and open </li></ul></ul><ul><ul><li>Be competent in the message content </li></ul></ul><ul><li>The right channel – People expect a voice in decisions that affect them </li></ul><ul><ul><li>Inform – Disseminate information to generate awareness and knowledge </li></ul></ul><ul><ul><li>Involve – Collect feedback to recognize how people respond to information </li></ul></ul><ul><ul><li>Engage – Emphasize two-way channels to establish dialogue to reach mutual understanding </li></ul></ul><ul><li>Anticipate questions – 95 percent can be determined and prepared for in advance </li></ul><ul><ul><li>Assume they are challenging rather than information seeking </li></ul></ul><ul><ul><li>Structure responses for Message Maps provided in this Toolkit </li></ul></ul><ul><ul><li>Avoid offering information beyond the content of Message Maps </li></ul></ul>
    14. 14. Communication Approach Choosing the Right Messages Section 1 This toolkit contains four key ONR Corporate messages. These messages provide the foundation for internal and external communication efforts to generate awareness, target misperceptions and properly position ONR in the media space. ONR leadership is expected to embody the key messages in all stakeholder engagements to include internal and external presentations, interviews, meetings and program specific promotional materials. Selecting the right messages … will ensure that the information is accurately received and processed by the recipient. Key messages should be based on what the target audience most needs to know, most wants to know, and is most concerned about. <ul><li>Relevant - Ensure the information addresses both the needs of the organization AND the concerns of receiving stakeholders </li></ul><ul><li>Specific - Be Clear, Concise, Brief and Positive. Use Key Messages of no more than 7-12 words. </li></ul>When Choosing Message Content, it should be
    15. 15. Communication Approach Choosing the Right Messenger Section 1 <ul><li>Credibility of the messenger is vital – a third party messenger is ideal </li></ul><ul><li>Identify a trusted Subject Matter Expert </li></ul><ul><li>Ensure accessibility of the messenger to all employees </li></ul><ul><li>Research shows first line supervisors are considered trusted/credible sources of information to working level employees </li></ul><ul><li>An individual who is trusted by a wide audience at all levels of the organization </li></ul><ul><li>An individual who is credible and knowledgeable </li></ul><ul><li>Someone deemed “accessible ” or approachable to employees </li></ul><ul><li>Someone with a physical on-site presence </li></ul><ul><li>Someone possessing good listening skills </li></ul><ul><li>One who involves project leads, process owners and first line supervisors in the communication process </li></ul>When Choosing the Right Messenger, Consider
    16. 16. Communication Approach Choosing the Right Channels Section 1 <ul><li>Email </li></ul><ul><li>Print materials </li></ul><ul><li>Communiqués/Newsletters (i.e., CNR Direct Line, Message from the ED, Sustaining the Edge) </li></ul><ul><li>All Hands meetings </li></ul><ul><li>Information Exchanges </li></ul><ul><li>Multi-media messaging </li></ul><ul><li>Supervisor/Program Manager Communication Network </li></ul><ul><li>Stakeholder Level of Concern </li></ul><ul><li>Low Tech Channel – Interpersonal, interactive </li></ul><ul><li>High Tech Channel – Disseminate information through mass channels </li></ul>When Choosing the Right Channel, Consider
    17. 17. Communication Approach Managing Feedback Section 1 <ul><li>Provide timely responses to feedback </li></ul><ul><li>Avoid letting feedback go unanswered </li></ul><ul><li>Provide personal responses where appropriate </li></ul><ul><li>Provide open responses where appropriate </li></ul><ul><li>Link responses to credible, trusted sources </li></ul>When Managing Feedback Promote Collaboration  Encourage Feedback  Adjust communication based upon Feedback Feedback Tools: Formal and Informal Surveys  web-enabled responses - communication feedback cards - functional email boxes - face-to-face interaction Feedback Mechanisms <ul><li>Put In Place </li></ul><ul><li>Feedback links from CNR Direct Line, Message from the Executive Director, ONR SUSTAINING THE EDGE, Information Exchanges </li></ul><ul><li>email box to CSC ONRpao@navy.mil </li></ul><ul><li>Focus group discussions </li></ul><ul><li>Electronic & hard-copy opinion surveys </li></ul><ul><li>Question boxes (paper copies) </li></ul><ul><li>Face to Face (in person/ online chat/VTC) </li></ul>
    18. 18. Communication Approach Measuring Our Success Section 1 <ul><li>Metrics will </li></ul><ul><ul><li>Assess reliable data through formal/informal feedback mechanisms </li></ul></ul><ul><ul><li>Show to what extent messages are being received, embraced and acted upon </li></ul></ul><ul><ul><li>Promote communication course adjustments </li></ul></ul><ul><ul><li>Use a combination of informal/formal methods to validate communication effectiveness </li></ul></ul>Measurement Area Methods Used Level and Source of Awareness Intercept Interviews (using consistent Interview Guide) Random telephone interviews Level of Knowledge (determine Intercept Interviews for focused target groups ability to explain the issue) Focus Groups (professional facilitated) Random Surveys (electronic or print) Understanding (determine Information Exchange (modified) attitudes/beliefs, level of support) Listening Posts On-line Chats Web casts or similar discussions Acceptance (considered an indirect Develop research effort for communication metrics communication metric due to number Promotion/Retention rates (if applicable, i.e. People/ of outside variables) Diversity issues)
    19. 19. Communication Approach Sample: S&T Partnership Conference <ul><li>Choosing the Right Messages </li></ul><ul><ul><li>ONR’s Current Research Opportunities </li></ul></ul><ul><ul><li>Communicating the CNR’s six themes </li></ul></ul><ul><li>Choosing the Right Messenger(s) </li></ul><ul><ul><li>Internal </li></ul></ul><ul><ul><ul><li>CNR and ED </li></ul></ul></ul><ul><ul><ul><li>Directorates – Drs Lawrence, Gruber </li></ul></ul></ul><ul><ul><ul><li>& Schuette </li></ul></ul></ul><ul><ul><ul><li>Department Heads & Program Officers </li></ul></ul></ul><ul><ul><ul><li>Program Management Staff </li></ul></ul></ul><ul><ul><li>External – 3 rd Party Messengers/Validators </li></ul></ul><ul><ul><ul><li>Warfighter Perspectives & Panel </li></ul></ul></ul><ul><li>Choosing the Right Channels </li></ul><ul><ul><li>Conference structure </li></ul></ul><ul><ul><ul><li>Plenary session presentations </li></ul></ul></ul><ul><ul><ul><li>Information Exchange </li></ul></ul></ul><ul><ul><ul><li>Code Breakout Rooms </li></ul></ul></ul><ul><ul><ul><li>CNR Challenge (in DOI Breakout Room) </li></ul></ul></ul><ul><ul><ul><li>Pitch a Principal™ </li></ul></ul></ul><ul><ul><ul><li>Exhibit Hall </li></ul></ul></ul><ul><ul><ul><li>Fact Sheets </li></ul></ul></ul><ul><li>Managing Feedback & Measuring Success </li></ul><ul><ul><li>Information Exchange Survey </li></ul></ul>
    20. 20. Message Map Overview Section 2 Using Organizational Messaging SECTION 3 In This Section <ul><li>Organizational Messaging </li></ul><ul><li>Diagram overview of ONR Corporate & S&T Partnership Conference Message Maps with detailed outline of Key Messages </li></ul><ul><li>ONR Corporate Fact Sheet </li></ul>Message Maps enhance message alignment and consistency. This section contains ONR messages important to communicate with all stakeholders (Internal and External) <ul><li>Demonstrate respect for people’s concerns (particularly when a </li></ul><ul><li>topic is a source of stress) </li></ul><ul><li>State three Key Messages, 7-12 words each </li></ul><ul><li>Repeat Key Message 1 and provide 2-3 supporting facts </li></ul><ul><li>Repeat Key Message 2 and provide 2-3 supporting facts </li></ul><ul><li>Repeat Key Message 3 and provide 2-3 supporting facts </li></ul><ul><li>Repeat three Key Messages exactly as stated in step 2 </li></ul><ul><li>Describe future actions to keep appropriate focus on the issues </li></ul>Using THREE levels of THREE brings substance and credibility to your message Organize Presentations/Communications – 15 minute limit Responding to questions – 2 minute limit <ul><li>Demonstrate respect for people’s concerns (particularly when a </li></ul><ul><li>topic is a source of stress) </li></ul><ul><li>Offer one Key Message (the Message Map element that </li></ul><ul><li>most directly responds to concern) </li></ul><ul><li>Provide 2-3 supporting facts </li></ul><ul><li>Repeat Key Message exactly as in step 2 above </li></ul><ul><li>Describe future actions to keep appropriate focus on the issues </li></ul>
    21. 21. Message Map Overview Section 2 Message Map Circa 47 BC Area of Concern How goes the war? Key Message 1 I came SF1 The journey was long and hard <ul><li>We traveled many days </li></ul><ul><li>Mountains were high </li></ul><ul><li>Valleys were deep </li></ul>SF2 We suffered heavy loses along the way SF3 Despite the difficulties we arrived in force <ul><li>Many troops fell ill </li></ul><ul><li>Many were injured </li></ul><ul><li>Food and water grew scarce </li></ul><ul><li>We had the necessary legions </li></ul><ul><li>We had the necessary weapons </li></ul><ul><li>Morale was high </li></ul>Key Message 3 I conquered SF1 We engaged the enemy forthwith <ul><li>We attacked at dawn </li></ul><ul><li>We had the element of surprise </li></ul><ul><li>We found them in disarray </li></ul>SF2 Our legions fought bravely SF3 The enemy is destroyed <ul><li>Our troops advanced steadily </li></ul><ul><li>They were fearless in battle </li></ul><ul><li>They were undaunted by greater numbers </li></ul><ul><li>Their troops have deserted </li></ul><ul><li>They have abandoned their weapons </li></ul><ul><li>The victory is ours </li></ul>Key Message 2 I saw SF1 The enemy’s armies were large <ul><li>There were more troops than reported </li></ul><ul><li>Their numbers stretched to the horizon </li></ul><ul><li>More were arriving every day </li></ul>SF2 They were well armed and equipped SF3 They were well positioned <ul><li>They had the newest weapons </li></ul><ul><li>Every man was fully armed </li></ul><ul><li>They were re-supplied daily </li></ul><ul><li>They occupied the high ground </li></ul><ul><li>They were fully fortified </li></ul><ul><li>They deployed advance observers </li></ul>
    22. 22. ONR Corporate Message Map Section 2 Diagram Overview with Detailed Outline of Core Key Messages Key Message 3 ONR is the pre-eminent S&T destination for good ideas and innovative concepts SF1 We’re seeking partnerships to find and leverage international S&T into the Navy SF2 We’re searching the globe for the best and brightest to work with ONR SF3 ONR is striving to become easier to do business with Key Message 1 ONR is meeting the S&T needs of our next-generation warfighter today SF1 Our mission is to plan, foster and encourage scientific research Key Message 2 ONR’s innovation brings technology solutions to U.S. forces and our allies SF1 ONR was the genesis of many technologies supporting warfighters today SF2 ONR is conducting revolutionary research for relevant results SF2 ONR delivers new technologies to meet current warfighter needs SF3 We’re seeking to increase the speed and quantity of quality S&T transitions SF3 We want to ensure that our forces always have the technological edge <ul><li>We explore cutting edge of S&T; provide our forces technological advantage </li></ul><ul><li>Through S&T research we’re seeking “the next big thing” </li></ul><ul><li>CNO says ONR will deliver that for Navy </li></ul><ul><li>The pace of innovation has accelerated </li></ul><ul><li>Tomorrow is going to look very different from today </li></ul><ul><li>We make continuous investment in new and innovative technologies </li></ul><ul><li>We’re helping Sailors & Marines be successful and survive </li></ul><ul><li>CTV </li></ul><ul><li>Body armor </li></ul><ul><li>Autonomous systems </li></ul><ul><li>2 nd Language Learning </li></ul><ul><li>Virtual Schoolhouse </li></ul><ul><li>Others </li></ul><ul><li>Swamp Works seeks leap-ahead innovations in 1-3 years </li></ul><ul><li>Technology Solutions provides quick reaction to Fleet input with S&T solutions that meet today’s needs </li></ul><ul><li>Realistic virtual training systems </li></ul><ul><li>Robots for high risk environments </li></ul><ul><li>Underwater mine countermeasures </li></ul><ul><li>GPS validation/launch of the first GPS satellite </li></ul><ul><li>(others) </li></ul><ul><li>Industry </li></ul><ul><li>Small business </li></ul><ul><li>Academia </li></ul><ul><li>Navy and other government labs </li></ul><ul><li>ONR Global contacts and relationships around the world </li></ul><ul><li>Improve our internal processes </li></ul><ul><li>Increase speed and efficiency </li></ul><ul><li>Focus on enhancing core functions </li></ul><ul><li>Cutting edge S&T emerging worldwide </li></ul><ul><li>New perspectives/ approaches + S&T expertise = innovative results </li></ul><ul><li>Recruiting best & brightest for benefit of U.S./Allies </li></ul>Note Users are encouraged to substitute programs and systems with which they are most familiar. <ul><li>80% of FNCs transition to acquisition programs </li></ul><ul><li>36 FNCs to transition in FY08; 20 in FY09; 169 in progress </li></ul><ul><li>Quality S&T programs: </li></ul><ul><li>RATTLRS, EMRG </li></ul><ul><li>LCS, Quik-Clot, REMUS </li></ul><ul><li>Adv Weapons Materials </li></ul><ul><li>CAMM, Silver Fox, others </li></ul><ul><li>IIT </li></ul>Topic What is ONR’s role in Science & Technology?
    23. 23. Key Message 1 S&T Partnership Conference provides broad access to ONR SF1 Many Program managers will be present <ul><li>Top priority with CNR </li></ul><ul><li>Free to all ONR staff </li></ul><ul><li>More opportunities to participate throughout conference </li></ul>Key Message 3 S&T Partnership Conference surfaces new ideas, and strengthens relations with our stakeholders Key Message 2 S&T Partnership Conference showcases ONR research & people SF1 Plenary room presentations will highlight key ONR programs <ul><li>Six S&T theme areas </li></ul><ul><li>Six programs per theme </li></ul><ul><li>36 programs featured and PMs introduced </li></ul>SF1 Many more ONR partners will be present this year <ul><li>The cost is 50% less </li></ul><ul><li>Record-breaking 1,200+ participants </li></ul><ul><li>New Pitch a Principal™ appt requests a success </li></ul>SF2 Four venues provide more opportunity for PMs <ul><li>Plenary rooms </li></ul><ul><li>Information Exchange </li></ul><ul><li>Code Breakout rooms </li></ul><ul><li>ONR Exhibit Hall booth </li></ul>SF2 Information Exchange booths will showcase programs and PMs <ul><li>Six booths support the six S&T themes </li></ul><ul><li>72 programs featured </li></ul><ul><li>72+ fact sheets </li></ul><ul><li>PMs staff booths </li></ul>SF2 The conference is a hub for innovation <ul><li>2007 CNR Challenge received over 100 inputs </li></ul><ul><li>2008 CNR Challenge is revised and focused on research opportunities </li></ul><ul><li>10, $100K awards aligned to Code needs </li></ul>SF3 Participants can meet with PMs at conference <ul><li>Pitch a Principal™ provides opportunity for appt. </li></ul><ul><li>Codes review requests </li></ul><ul><li>Codes schedule PMs </li></ul>SF3 Code Breakouts feature Code-specific research/PMs <ul><li>One room per Code </li></ul><ul><li>12 programs specific to research by that Code </li></ul><ul><li>Staffed by Code PMs </li></ul>SF3 The conference expands our base of S&T partners <ul><li>It is valued by industry, small business, academia, etc. </li></ul><ul><li>Research opportunities are promoted </li></ul><ul><li>Networking is enabled </li></ul>S&T Partnership Conference Message Map Area of Concern Why is the S&T Partnership Conference Important? Diagram Overview with Detailed Outline of Key Messages

    ×