Mind Mapping

Written by Robert F. Abbott

Ever been on a project where you had trouble keeping allrepparttar 'if' questions straight? "If this happens," you say, "we'll do one thing. But, if that happens, we'll do something else instead, but only on a Wednesday."

In cases like these, especially with high stakes, you may have drawn a diagram on a piece of paper. That way you could visualizerepparttar 139653 forks inrepparttar 139654 path ahead, while still seeingrepparttar 139655 objective atrepparttar 139656 end.

Diagrams map our reasoning and can be as simple as a few lines on a napkin, or as complex as computer models. Called mind maps, these diagrams help us make better decisions, or make difficult decisions more easily.

But, let's also think of them as a system for better communication. Sometimes a picture really is worth a thousand words, asrepparttar 139657 saying goes.

Mind mapping helps us communicate in at least three ways: to illustraterepparttar 139658 components of complex situations; to showrepparttar 139659 outcomes of a series of actions; and to highlight otherwise unrecognized linkages.

Whenever I redesign my website, I'm dealing with a complex situation. So, I draw a simple diagram, with boxes representing pages and lines showing their connections. It's only a modestly complex website, but keeping track ofrepparttar 139660 hierarchy and connections can drive me crazy.

So, you can imagine how hard it is, not only to work with a more complex situation, but also explaining it to someone else. However, a simple visual outline ofrepparttar 139661 components and their relationships can effectively communicate evenrepparttar 139662 most Byzantine of structures.

You can also apply mind maps to trackrepparttar 139663 outcomes of a series of actions. By way of an example, some manufacturers of consumer products wonder about selling directly to consumers onrepparttar 139664 Web. First they ask themselves whether or not they think such an initiative would be profitable. Second, if it will be profitable, how much will they have to spend, and how long will it take? Andrepparttar 139665 list goes on.

Strategic Clarity for Communication Management

Written by Robert F. Abbott

Overrepparttar past few weeks I've been developing plans for a communication project, a media relations campaign.

That's prompted me to reflect again onrepparttar 139378 communication management process by which we transform communication ideas into operational activities.

For me,repparttar 139379 communication management process has four phases: conception (strategy); development (tactics); operations (execution); and review (evaluation).

Coming out ofrepparttar 139380 conception or strategy phase, I think it's essential to have strategic clarity, which means a clear, focused objective (or objectives) that serves our ends,repparttar 139381 ends of our audience, and allows for effective development and operations.

For example when I first started publishing newsletters, I didn't look or ask for strategic clarity from my clients. The result? Newsletters that faltered, sputtered, and eventually lapsed. Clients had wanted newsletters because they thought a newsletter would be a good idea. Communication is good, right? But, communication without a well-considered purpose is largely ineffective.

Other clients, though, did know what they wanted, both for themselves and for their readers. They turned out to be good clients with lots of staying power. And they had staying power because they clearly knew why they were communicating, and had some sense ofrepparttar 139382 results, even if those results couldn't be measured.

To get strategic clarity, we first need to step back and ask some important questions. What do we want forrepparttar 139383 time, money, and perhaps other resources we're committing? What isrepparttar 139384 objective? Now, go one step further and articulate that objective in terms of reader response. Write down what they will do if you successfully communicate with them.

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