Analysis Paper double-spacedONE-page analysis papers. This paper i.docx

Analysis Paper double-spacedONE-page analysis papers. This
paper is an opportunity to explore how concepts presented in
class and/or the readings relate to the real world. Your paper
will be evaluated on the conciseness and depth of your analysis
as well as on the quality of your writing. Article: A Smart City
Is an Accessible City
Link:https://www.theatlantic.com/technology/archive/2018/11/c
ity-apps-help-and-hinder-
disability/574963/?fbclid=IwAR3QRyTjFQYyuNdwYOViCInsc
g4xZSh4BJ-SulsB1xmm-BxTRgflWIyzf5k
Relate this article to the course material, theme in general, that
we have discussed so far, as well as content covered in week or
chapter. Ideally, your paper will cover material from the current
week, but you are free to draw on material that we have already
addressed.
Your papers should reference a quote in the article that you
found particularly intriguing. Please place your quote at the top
of the page and italicize it.
Your first paragraph should summarize the article.
Your second paragraph should explain why you think the quote
is important in the context of how it relates to the class
material. In other words, put this article in dialogue with the
class material; how does the article relate to the class material
and vice versa.
Your third paragraph should explain why you think the quote is
important in the context of how it relates to disability in society
in general. That is, how does the article speak to social norms
related to disability and/or the challenging of social norms
related to disability.

Please remember to double-space your paper and aim for a full
one page of writing.
EXAMPLE:
‘The message that Elisa needed to be “fixed” or “cured” to have
a successful romantic relationship is troubling. “People think
that the creature healed her, so we have non-disabled people
thinking that disabled people want or need to be healed,” Evans
told HuffPost. “And some people do, but when that’s the default
message, that’s a problem. Some of us will never be the non-
disabled version of ‘healed.’ Some of us will never have
treatment options that ‘cure us.’” (Wanshel)
The Huffington Posts article by Elyse Wanshel How ‘The Shape
of Water’ Makes People with Disabilities Feel Less Human is an
attempt by the writer to expose the treatment of the mute
character in the movie as a victim of the degradations of
disabled people inherent in the medical model of disability.
The character, Eliza, is described by the writer as painted by the
director of the film with the erroneous idea that disabilities are
merely something that can and indeed NEED to be cured and or
healed, and that disabled people live their lives in a perpetual
state of lovelessness because of their disability. The author
points out that the mute character in the film finding love or an
emotional bond with the creature and then being “healed “says
to us that without being cured, we’re not going to be loved or
worthwhile to another human being.”
The aspect of the medical model of disability that is pertinent to
the article is defined by Mackelprang and Salsgiver in their
book Disability: A Diversity Model Approach in Human Service
Practice as “seek[ing] perfection, cure, the eradication of the
physical or mental dysfunction, making the abnormal normal
through treatment.” (Disability, p103) This medical model type
“treatment” is performed in the film by the creature, who

changes Eliza’s neck scars into gills at the end of the movie as
he saves her from death and removes her from her place as an
unloved outsider in the world of ableist humans, into his world,
where her muteness becomes irrelevant. The medical model of
disability is seen as an inherently dehumanizing and oppressive
way of understanding disability in our society and the author of
the article contends that the depiction of the disabled character
in the film unfortunately continues that perception by focusing
on the characters abnormality and need to be fixed in order to
“fit in.”
Having a disabled character in a film is unfortunately rare.
Incorporating disabilities into a film has the potential to impact
the way in which society perceives disability itself, in both
positive or like in this case, negative ways. A societies
perception of disability has a tremendous influence on the
manner in which disabled people fit into a particular culture.
The medical model has the tendency to view all disability as
pathology, so by being exposed to this model in movies such as
The Shape of Water society will cause the culture to normalize
that model. This is true for all models of disability. If
purveyors of popular culture took it upon themselves to limit
their descriptions of disability to the moral model, then we as a
society would see disability and the disabled as physical
manifestations of sin or immorality; conversely, if purveyors of
popular culture educated themselves about disability, they
might be persuaded to cast aside oppressive models, and
incorporate the social model of disability, thereby contributing
to a change in the way our culture deals with the reality of
disability itself. Normalizing the social model in film and TV
would create a monumental shift in the way disabled people
experience life in our culture because “the social model seeks to
change society in order to accommodate people living with
impairment; it does not seek to change persons with impairment
to accommodate society. It supports the view that people with
disability have a right to be fully participating citizens on an

equal basis with others.” (PWDA)
RUNNING HEAD: STRATEGIC COMMUNICATIONS PLAN
1
STRATEGIC COMMUNICATIONS PLAN 1
Strategic Communications Plan
Diane Joyner
Strayer University
COM 510
Professor Busby
April 25, 2020
Description
A. What is your challenge or opportunity?

To obtain a new job opportunity interview as a Healthcare
Administrator for a local hospital. The biggest challenge is
convincing the interview panel that I am the most qualified
candidate for the position.
B. Why is this professionally important to you?
This opportunity is professionally important to me since I seek
to advance in the healthcare industry. This position will permit
me to develop my skills and make me marketable for other
positions in the healthcare industry.
Goal
A. What goal or outcome do you want to achieve with this
communication?
To secure the position as a healthcare administrator and
demonstrate my leadership abilities. With this communication,
my desire is to validate that I am capable to fulfill the duties of
this position.
Audience
A. Who is your target audience?
The target audience are C-suite executives, board members,
human resource director, President and Vice President. These
are adroit white collared professionals that are fully conscious
of the qualifications and responsibilities that are associated with
this position.
I. What are the professional positions of the audience members?
Chief Executive Officer (CEO)
Chief Financial Officer (CFO)
Chief Information Officer (CIO)
Chief Nursing Officer (CNO)
Chief Operating Officer (COO)
President
Vice President
Director of Human Resource
Board Members
II. What demographic characteristic will the audience comprise
of?

The audience’s demographic characteristics are comparable.
They consist of highly skilled executives with a considerable
background in the healthcare industry.
III. What is your relationship to the audience?
There is no relationship to the audience except the detail in
which they have reviewed on my resume/application.
IV. What background knowledge and expertise does the
audience have?
The audience is very knowledgeable of the leadership qualities
that are needed for this position as a healthcare administrator.
Majority of the interview panel have been in their position for a
numerous of years.
V. What does the audience know, feel about, and expect
concerning this communication?
The audience expects to receive forceful responses in relation to
the question being asked.
VI. What preconceptions or biases do you possess that might
prevent you from building rapport with your audience?
B. What information is available about your audience?
I. What research/sources will you use to obtain information
about your audience?
Although I have no relationship with my audience, I will do
research on the company beforehand. It will allow me to see
how I can align myself with its vision and goals.
II. What conclusions have you been able to draw about the
audience?
The conclusions in which I have been able to draw about the
audience is that they are very attentive.
C. What tone will you use to convey your message?
I. Is this setting casual or formal?
This setting is formal.

II. Is the communication personal or impersonal?
This communication is impersonal.
Key Message
A. What is the primary message you must convey to your
audience?
The general message is to convince the staff and board members
that I am the most qualified candidate for the position.
I. Is the message compelling and memorable?
The message is compelling and memorable.
II. Is the message clear and concise?
The message is clear and concise.
III. Is the message aligned with your audience’s goals and
needs?
The message is aligned with the audience’s goals and need. My
qualifications and level of expertise in the healthcare industry
speaks volume.
Supporting Points
A. What three to four points, reasons or justifications support
your message?
B. What research/sources will you use to obtain facts/data about
your message?
Channel Selection
A. What communication style will you employ (Tell/Sell or
Consult/Join), and why?
The communication style in which I will employ is tell/sell. My
focus is to sell myself as the best person for this position. Tell
about my characteristics, qualifications
B. What channels will you use to deliver your message, and why
will they be the most effective?
a) Verbal communication will be a phone call accepting the new
job opportunity interview.

b) Written letters of recommendations will be offered from
former and current employers, describing my attributes.
c) Thank you, emails will be sent, out following the interview to
express my
Action Request
A. Is the call to action making your audience clear, concise and
easily actionable?

1
COM510 ASSIGNMENT COMMUNICATION
CHALLENGE TOPICS
In the world of business, we can create opportunities through
strategic communication. Throughout our professional careers,
there are key events that raise the stakes of our communications
approach.

WHAT YOU’LL DO
1) Review the Communication Challenge Topics and their
accompanying case study examples.
2) Select 1 topic that is professionally relevant for you.
3) Use for your COM510 assignments (the topic you have
selected, not the case study example).
Note: If there is another challenge or current opportunity
in your professional life that is more relevant for you, you
may choose a topic that is not on this list. Keep in mind
that the communication challenge you select must in-
clude both written and verbal communication elements
to meet the needs of this course. (Your professor must
approve your selection before you proceed.)
2
Examples of each scenario are provided to demonstrate what
thoughtful, professional communication would look like in each
of
these situations. These are only examples and should not be
used
for completing the assignment. You can create and establish all
necessary assumptions. The scenario is yours to explain.
COMMUNICATION CHALLENGE TOPICS
Choose one of the following topics for your assignments.
• Internal Promotion Opportunity
• New Job Opportunity Interview

• Running a Meeting
• Coaching Your Direct Employees
• Pitching a Project Idea
INTERNAL PROMOTION
Seeking a promotion from within your company is one
opportunity
in which strategic communication could mean the difference be-
tween success and failure. If you choose this scenario, you’ll
need
to create both a written and a verbal (audio or video)
communica-
tion. These elements should explain why you are the right
person
for the internal promotion while addressing potential questions
you
might need to answer as part of the process.
Things to Consider
• Have you checked the listings on your company’s job
board lately?
• Is there a new position you would like to secure?
• Have you taken on more responsibility at work?
• Have your outcomes been positive?
• Do your job title and job description match what you do?
(If your job description is inaccurate, be sure to mention
this when you are interviewing and/or negotiating.)

3
Case Study Example — Internal Promotion
Kim has been working at the XYZ Company for two years. She
is
interested in an internal position that has just opened up. The
new
job involves more responsibility and would require her to
supervise
personnel for the first time in her career. She believes she
brings a
number of strengths to this opportunity. The position would
mean
reporting to a different manager. It would also include a
significant
increase in salary and a supervisor title. Kim’s annual reviews
have
been good and she believes her current manager would recom-
mend her for the new position.
Kim first emails her boss a carefully worded email to set up a
time
to discuss the job opening in person. She has thoughtfully
planned
her approach to engage the support of her current manager.
Next,
Kim emails the HR representative hosting the position to
formally
express her interest. She copies her current manager on the
email
and submits her application through the company’s application
portal.

These carefully planned and executed steps result in Kim
receiving
an email from the hiring manager. She gets an invitation to
inter-
view for the position. Each step in Kim’s application process
has
built support for her candidacy in a strategic, meaningful way.
She
asked probing questions to gain insight into the department, job,
and the individuals who were involved in the hiring process.
This
allows her to arrive for the interview with solid support and a
firm
knowledge base from which to draw in answering the
interviewers’
questions.
NEW JOB OPPORTUNITY INTERVIEW
Every new job opportunity represents a chance to improve your
pro-
fessional position. Strategic communication is critical to make
the
best first impression, navigate the screening and recruiting
process,
and secure the job through an interview (or series of them). If
you
choose this scenario, you’ll need to create both a written and a
ver-
bal (audio or video) communication. These elements should
explain
why you are the right person for the job while addressing the
types
of questions interviewers might ask.

4
Things to Consider
• Do you follow the latest job listings relative to your area
of expertise and industry?
• Do you have an interview opportunity or position in mind
for which you would like to apply?
• Do your research, write a cover letter, and prepare for
an interview that highlights your skill set. How can you
bring value to the company? How would you prepare for
the initial and follow-up interviews?
Case Study Example — New Job Opportunity
Pat is not satisfied in his finance job with a non-profit
organization.
He wants to move to a fast-growth start-up business. His
methodi-
cal online searching has yielded what seems like a great
opportuni-
ty in a new technology firm locally. He is further encouraged
when
he learns that a former colleague is already working there.
Pat considers how best to reach out to his former colleague. He
re-
members that she is an active LinkedIn member and decides
first to
send her a message through the site. He tells her of his interest
in
the company and the position, asks a few probing questions
about
the department, and then spends time reviewing the company

web-
site and researching the firm online. Using sites like
Glassdoor.com,
he learns a great deal about the company’s culture, its current
areas
of focus, and even salary ranges and typical interview
questions;
After several days without news, Pat follows up with his former
col-
league. Knowing that she has welcomed calls in the past, he
makes
a quick phone call to her to affirm his interest in the company.
Pat’s
coworker provides him with great insights into the firm and
sends
an email to a manager in the department where Pat wants to
work.
She personally recommends Pat to this manager.
In the meantime, Pat carefully drafts a cover letter, updates his
resume, and completes the online application. He begins
preparing
for interview questions, listing questions he has about the
company,
and brainstorming the best way to present himself to meet the
pos-
5
sible needs of the company. In this way, he will arrive for the
inter-
view fully prepared to make his best, most confident
presentation.

RUNNING A MEETING
Meetings are all about strategic communication, or they should
be.
If you don’t communicate strategically, you’ll waste attendees’
time
and even lose control of the meeting. If you choose this
scenario,
you’ll need to create both a written and a verbal (audio or
video)
communication. These elements should address why you hold
meetings, how you call them, how you conduct them, and how
you
follow up on them for the most meaningful impact and efficient
use
of attendees’ time.
Things to Consider
• Do you have an important meetings coming up, for
which you’ll need to prepare?
• What makes a meeting exceptional?
• Is the objective set and clear?
• Are agendas sent out in advance?
• Are only essential personnel invited?
• Is the meeting actively facilitated to ensure prog-
ress toward the objective?
• Are action items and decisions recorded?
• Is a follow-up communication sent? If so, how? If

not, why not?
Case Study Example — Plan a Productive Meeting to Improve
Team Performance
Melinda and her team, including employees Jane and Jim, made
a
sales presentation to a prospect company yesterday. Melinda
does
not think the presentation went well and wants to make sure the
team does better next time. She believes several factors contrib-
6
uted to the team’s lack of success. Jane seemed distracted and
unprepared, while Jim made several mistakes in presenting and
representing data during the presentation. The prospect noticed
these mistakes and pointed them out.
Melinda believes it was a mistake not to require a rehearsal
before
the meeting. She thinks her team was unprepared. To address
these issues, Melinda calls a meeting through the company’s
scheduling software, careful to use encouraging, concise, and
direct
language in calling the meeting, and clearly explaining the
meeting’s
purpose (without making accusations). While she waits for
attend-
ees to respond, she drafts her communication plan for that meet-
ing. Her goal is to make sure team members will be receptive to
productive criticism and ready to contribute to a discussion
about
the team’s performance. Her meeting agenda reflects this.

Prior to the meeting, Melinda writes an outline on notecards to
help
her stay on track. She will first explain why the after-action
meeting
is important. She will then walk all three participants through
an
assessment of the prior sales meeting, presenting each issue as
an
opportunity for improvement. She will explain that she is not
as-
signing blame. Rather, she, along with her team, should take
this op-
portunity to learn from the prior meeting in order to improve
future
presentations. She incorporates questions into her outline,
making
sure all involved will be included in the discussion and the
solution
that this discussion generates.
Fully prepared for a productive meeting, Melinda is confident
that
she can secure her team’s support and buy-in for improved
presen-
tations in the future. She intends to be better prepared for all
future
sales prospects and believes this meeting is the first productive
step toward that goal.
COACHING YOUR DIRECT EMPLOYEES
Coaching direct employees is an excellent example of strategic
communication. It can be very difficult to offer constructive
criti-
cism, suggestions, or direction to an employee without
alienating,

offending, or otherwise upsetting that person. Motivating
personnel
requires a strategic approach that secures their buy-in and
support.
7
This is more effective than simply trying to force compliance. If
you choose this scenario, you’ll need to create both a written
and
a verbal (audio or video) communication. These elements
should
address why you need to coach the employee, how you will
choose
to do so, and what you’ll cover when you present your
constructive
criticism, feedback, and input.
Things to Consider
• Do you have direct employees, or will you be responsible
for direct-reports in the future?
• Have you identified issues that represent opportunities
for improvement?
• Have your past coaching sessions been well received?
Why or why not?
• In your experience with coaching from managers and
other business leaders, what approaches motivated you
best? Which motivated you least?
• What approach and channel would you employ to coach

your direct employee(s)?
Case Study Example — Providing Constructive Feedback to
Achieve Shared Goals
Jonas has been working day and night on a sales proposal for
Acme Furniture, potentially the largest client for his company.
Jonas’ assistant Heidi has been working alongside him and
under-
stands how important this pitch is to the company. Heidi has
also
been supporting another manager whose assistant is on family
leave for a month. Both Jonas and Heidi feel tired and
overworked.
They are glad this big project will soon be completed.
Jonas arranges to meet Heidi at 7:30 a.m. to retrieve the final
hand-
outs for a 9:00 a.m. pitch meeting at Acme. He is there at 7:15,
and
at 7:45, Heidi still has not arrived. She isn’t answering his texts
or
calls, either. Frustrated, Jonas goes to her office and rummages
through her desk until he finds a folder marked “Acme
Furniture”
8
with the handouts inside. He races to make the meeting at
Acme.
Too late, Jonas realizes that the handouts are an older version
con-
taining typographical errors. They are not the most recent,

error-free
versions of the presentation. Jonas chooses not to use the flawed
handouts. He makes the pitch, upset about Heidi’s failure and
con-
cerned about the quality of the presentation.
Jonas returns to the office and plans for a conversation with
Heidi.
He drafts an email to her requesting an in-person meeting,
careful
not to put her on the defensive. Ideally, his email will leave her
re-
ceptive to constructive criticism. To prepare for this meeting,
Jonas
creates a list of bullet points to cover in their conversation. His
goal
is to engage her on what happened, sharing his point of view,
and
asking for hers. He intends to work with her to find an effective
solution that prevents such mistakes in the future. Fully
prepared
for a productive, collaborative discussion that avoids blame
while
seeking mutual benefit for both parties, Jonas is confident they
can
work out a series of best practices and processes for future sales
presentations.
PITCHING A PROJECT IDEA
Pitching projects, making proposals, and other presentations
that
seek the audience’s approval, support, and buy-in represents a
very
real strategic communication challenge. The success or failure
of your pitch relies directly on how you make that pitch and
how

persuasive your message proves to be. If you choose this
scenario,
you’ll need to create both a written and a verbal (audio or
video)
communication. These elements should address what your pitch
is,
how your pitch will be delivered, and what will (hopefully)
make that
pitch successful.
Things to Consider
• What is it you are pitching? What is your key message?
Who is your audience? What action are you asking of
them?
9
• What challenges exist that could prevent you from se-
curing an approval? Are there challenges that are out of
your control? Are there some that you could influence?
• Whose support would make your pitch more likely to
succeed? How can you approach these personnel to
secure their buy-in prior to your pitch?
• Do pitches of this type have a history of success or fail-
ure where your audience is concerned?
• What is the most effective channel for delivering your
pitch?
Case Study Example — Constructing an Effective Project
Proposal

Max is the marketing coordinator at a very successful
construction
firm. He believes that the company’s website is out of date and
does not accurately represent or market the construction firm to
its
customers, subcontractors, vendors, and employees.
Max wants the executive team, including his own manager, to
ap-
prove a new website project and its budget. This project will be
led
by Max.
Max has also learned that his predecessor, the former marketing
coordinator for the construction firm, proposed the same thing
to
the executive team two years ago. The team voted no at the
time.
Determined to achieve a different outcome, Max intends to have
the
new website approved and funded by management. It is his
under-
standing that the former marketing team misrepresented figures
on
the potential success of the website. He believes this fact can be
used to persuade management concerning the benefits of his
plan.
Max develops a communications plan for accomplishing this ob-
jective. He first drafts an email to the executive team
participants,
asking for a meeting in a way that he hopes will bring them to
that
meeting with open minds. He then creates a list of bullet points
for

10
a preliminary in-person conversation with his boss. The goal of
the
conversation is to make sure his boss is onboard with his plan
and
learn what his boss thinks would make for a successful
presenta-
tion to the executive team.
Finally, Max scripts his presentation to the executive team,
persuad-
ing them to approve and fund the website project using
compelling
supporting information. He intends to rehearse his presentation
until he knows it backward and forward. He will deliver the pre-
sentation with confidence, secure in the knowledge that he is
fully
prepared for any arguments the executive team might make, any
questions they might ask, and any criticism they might offer
regard-
ing his plan.
Running Head: STRATEGIC COMMUNICATIONS PLAN 1

Strategic Communications Plan
Jason Carroll
Strayer University
COM 510
Dr. De Luise
30 July 2017

Description
A. What is your challenge or opportunity?
To introduce the latest Liaison Action Request (LAR) for a
major boat alteration to the
Navy’s 34-foot patrol craft worldwide. This will include all
overseas deployed locations
as well as all stateside commands. The greatest challenge in this
task is trying to
coordinate mission schedules with maintenance availabilities to
complete the installation.
B. Why is this professionally important to you?
This is my first opportunity to lead a portion of the project as a
new manager. Both the
senior military and government representatives along with my
upper management will be
evaluating my proposals and choices as we move through the
project. Additionally, this

is my first opportunity to show my fellow project members that
I am capable of leading
them to success.
Goal
A. What goal or outcome do you want to achieve with this
communication?
My goal is to minimize confusion of task responsibilities, pass
along the overall project
goals, create good group communication regarding mission and
unit requirements, and
minimize delays.
Audience
A. Who is your target audience?
The audience is the overall program manager for service team
projects, senior
government and military personnel and is aimed towards the
different subject matter
experts (SME’s) that will be performing the alteration and
installation. Also included
will be the local Officers in Charge for all overseas locations,
as it will take a lot of
planning and coordination with them to find the mission down
time to complete the LAR.

I. What are the professional positions of the audience members?
a. Government Contract Core personnel
b. Valkyrie program manager
c. Unit OIC’s (Officers in Charge)
d. Overseas Deployment coordinator
e. OPTAR Manager (Operating Target, Budget)
f. Electrician
g. Engine Mechanics
h. Electronics communication technician
i. Welder
j. Quality assurance/NDT coordinator
k. Supply logistician
II. What demographic characteristics will the audience comprise
of?
The demographics that cover this group vary greatly. There are
military
personnel, white collar executives, blue collar office and shop
personnel. Given
the use of technology in today’s workplace all are well versed
in communicating
via email.
III. What is your relationship to the audience?
I was previously the logistician for the shop but recently

completed my
Bachelor’s degree and have been promoted to a level 1 project
manager. I have
had constant contact with all shop personnel along with the
military management
because of the coordination of materials requirements.
IV. What background knowledge and expertise does the
audience have?
The service team mechanics and electricians have been working
on this class of
patrol craft for over 10 years. Several of the senior
management for the military
and Valkyrie are retired or prior service personnel. The unit
OIC’s deal with
these craft daily in an operational capacity. All have a basic
knowledge of the
boat system requirements.
V. What does the audience know, feel about, and expect
concerning this
communication?
The senior management believes that this is a necessary part of
the upgrade
process. However, the majority of the shop workers and unit
commanders feel

that they know the boats and what it takes to work on them so
all they want are
the schematics and to go to work.
VI. What preconceptions or biases do you possess that might
prevent you from
building rapport with your audience?
Having spent 17 years in the military along with the past 3
years working with the
shop personnel it will be difficult to develop the fact that I am
now a manager and
responsible for the overall performance.
B. What information is available about your audience?
a. Preferred methods of communication
b. Typical time off patterns
c. Types of humor they like
I. What research/sources will you use to obtain information
about the
audience?
I plan to use my personal interactions with the audience
members over the past 3
years as my source of information.
II. What conclusions have you been able to draw about the
audience?

Since they all know these boats inside and out it will be
difficult at times to keep
their interest during any presentation.
C. What tone will you use to convey your message?
I. Is the setting casual or formal?
The setting will be formal however I will be trying to encourage
the participants
to be casual and relaxed when interacting about the topics.
II. Is the communication personal or impersonal?
The overall goal is make this communication personal. The
more I can make it
relate to the shop personnel the more they will be willing to
communicate.
Additionally, the more personnel I make it to the senior
executives the greater
flexibility they will give me and the workers in getting the task
completed.
Key Message
A. What is the primary message you must convey to your
audience?

This installation has many moving parts but if we work together
and maintain open lines
of communication the task will be accomplished with ease.
I. Is the message compelling and memorable?
The message is compelling because we have all worked on this
contract for
several years and our ultimate goal is to support the sailors
using the boats.
II. Is the message clear and concise?
The message cannot get any clearer than we need to
communicate.
III. Is the message aligned with your audience’s goals and
needs?
Supporting the sailors and getting the job done right the first
time has always been
out goal.
Supporting Points
A. What three to four points, reasons, or justifications support
your message?
a. Whether we are civilian employees or military personnel the
goal is the end
mission and that we need precise communication for that
outcome.
b. Providing feedback and having open lines of communication

will allow to quickly
adapt to changes and challenges in the upgrade process.
c. The more information that can be gathered from each group
will allow for greater
foresight into possible problems and schedule issues.
I. What research/sources will you use to obtain facts/data about
your message?
I will be utilizing prior experiences on upgrades. Considering
the work packages
of prior jobs will help to establish possible obstacles we may
face. Additionally, I
will be utilizing the Navy manuals that support maintenance and
upgrades to
ensure all personnel are provided with the proper procedures.
Channel Selection
A. What communication style will you employ (Tell/Sell or
Consult/Join), and why?
The initial communication style that I will be shoorting for is
the Consult/Join. Since
there is not much that can be learned from me other than the
type of upgrade that will be
performed the consult/join style will allow me to learn from the
shop workers what they
will need and what possible challenges they expect. I may need

to utilize the tell/sell
method down the line when we hit obstacles and I need to
convince the upper chain of
command what direction we should go.
B. What channel(s) will you use to deliver your message, and
why will they be the most
effective?
I. Power point presentations- This will allow for the
incorporation of picture as well
as videos to illustrate the changes to be performed.
Additionally, it will interface
with video conferencing.
II. Microsoft net meeting or similar software to connect to
offices overseas and
across the country during the presentation so everyone can be
on the same page.
This can also serve as a good supporting action to what types of
communication
are expected and to the scope of the project.
III. Email updates will be sent out as required to keep everyone
informed of the
progress.

Action Request
A. Is your call to action you are making to your audience clear,
concise, and easily
actionable?
The call to action to maintain open lines of communication up
and down the chain of command
and to identify the task required by each group of employees is
very clear and easily actionable.

References
Munter, M. (2014). Guide to Managerial Communication, 10th
Edition. [Strayer University
Bookshelf]. Retrieved from
https://strayer.vitalsource.com/#/books/9780133558050/

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