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Visual Refle

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Submitted By mtalha
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Audience
Analysis
CMNS Summer 2012

SMART
Situation Message Audience Response Tools

SMART
Situation Message Audience Response Tools

Focus on reader benefits

The “you” view

Six ways to create you-attitude
1. 2. 3. 4. 5. 6. Talk about reader, not yourself Refer to reader’s request or order Don’t talk about feelings Use you more often than I Use we when it includes reader In negative situations, avoid you

Talk about the reader


Lack you-attitude ◦ I negotiated an agreement with Apex Rent-a-Car that gives you a discount. ◦ We shipped your May 21 order today.



Have you-attitude ◦ You now get a 20% discount when you rent a car from Apex. ◦ The three Birth Year coin sets you ordered will ship today and should reach you by June 6.

Do refer to the reader’s concern


Lacks you-attitude
We shipped your order today.



Has you-attitude

◦ The 500 red and gray sweatshirts you ordered were shipped today and will reach you early next week. ◦ Your P.O. 7823-N shipped on 11/04 and will arrive within five business days.

Don’t talk about feelings


Lacks you-attitude

◦ We are happy to give you a credit line of $2,000. ◦ You will be happy to learn that your reimbursement request has been approved. ◦ You now have a $2,000 credit line with VISA. ◦ Your reimbursement request has been approved.



Has you-attitude

Avoid you in negative situtions


Lacks you-attitude



Has you-attitude

◦ You failed to sign your flexible spending account form. ◦ You made no allowance for inflation in your estimate.

◦ Your flexible spending account form was not signed. ◦ The estimate makes no allowance for inflation.

Avoid gender-specific language  Do treat both sexes neutrally
◦ Businessman = Business person ◦ Woman doctor = Doctor ◦ Manning = Staffing

Don’t assume everyone is heterosexual or married  Mr., Mrs., Miss, or Ms.?


Focus on reader benefits
Express yourself with positive, courteous, precise, concise, and vigorous language.

Profiling your audience

Primary audience
• Who is my primary reader or listener? • What position does the individual hold in the organization? • What is my personal and professional relationship with that person?

• How much does that person know about the subject?
• What do I know about that person's education, beliefs, culture, and attitudes? • Should I expect a neutral, positive, or negative response to my message?

Profiling your audience

Gatekeepers and Watchdogs

Factors determining who we are
• Age and generation • Economic status • Cultural and religious background • Gender and sexual orientation • Level of education • Where they grew up and where they live • Political views • What they care about • What are they interested in

What is your boss like?
• Leadership style: Top-down or collaborative • How he/she makes decisions (speed, criteria) • Open to new ideas? Willing to take risks? • Needs detailed explanations or just the “big picture”? • What makes her/him angry? • Does he have a sense of humour? • Is she comfortable with emotions? • How does she prefer to get information? In person? Email? Text message? Telephone? (Formal or informal communications?)

Profiling your audience

Secondary audience
• Who might see this message after the primary audience? • How do these people differ from the primary audience?

Profiling your audience

Generation styles
• 1946 - 1965 - Baby Boomers • 1966 - 1982 - Generation X • 1983 - 2000 - Generation Y

Profiling your audience

Generation Y – 1981 and after
• “Natives” of digital media (social and gaming) • Culturally tolerant, civic-minded • High expectations at work (It should be fun!) • Dislike following orders (want to know “why?”) • Short attention span • Creative, optimistic, but not company-loyal • Prefer texting to face-to face communication

Profiling your audience

Generation X – 1965-1980
• Many are now middle managers • Divorced parents (latchkey kids) • Independent, self-sufficient • Comfortable with computers • Entrepreneurial • Prefer working alone

Profiling your audience

Baby Boomers – 1946-1964
• Power holders in corporations • Loyal, work-centric, loyal (workaholics) • Believe in hierarchies • Confident and comfortable with confrontation • Believe that Gen X and Y should “pay their dues” like they did • Prefer formal communication (e-mail, proposals, etc.)

Profiling your audience

Traditionalists – 1925-1945
• Team players • Respect of authority • Duty before pleasure • Adherence to rules • Indirect in communicating

Organizational Motivations for Maslow’s Hierarchy of Needs
Self-actualization

• Using talents and abilities •Finding solutions to problems •Serving humanity •Self-respect and pride •Be the best you can be •Recognition for achievements •Promotion, gaining authority, responsibility •Acquiring status symbols • Good personal reputation •Good corporate reputation • Having friends, likable co-workers •Cooperation with people on projects •Conforming to group norms •Feeling needed •Loyalty, patriotism •Promoting welfare of groups you care about

Esteem, recognition

Love, Belonging

Safety, Security

•Comfortable standard of living •Pleasant working conditions •Medical coverage, pension •Understand reasons for supervisor actions •Being treated fairly •Saving time and money •Conserving human and environmental resources

Physical

• Basic needs – food, clothing , shelter
•Safe working conditions

Demographics –

measurable features like age, gender, race, religion, education, income etc.

Psychographics – qualitative features like values, beliefs, goals, lifestyle etc.

Myers-Briggs personality types
Audience Type Strategy
Memo – give time to think & respond Orally, informally Factual, step-by-step

Because
Prefer asynchronous communication Think on their feet Reach conclusions step-bystep

Introvert Extravert Sensing Type

Intuitive Type
Thinking Type Feeling Type Perceiving Type Judging Type

Big Picture, lead with and stress innovative & creative aspects
Use logic, not emotion and talk about fairness Highlight both emotional and economic needs Consider all alternatives and ask for decision by a specific date Present your request quickly

Like creative problem solving; impatient with details
Logical decision-making process; uncomfortable with emotion Sympathetic, sensitive, aware Want to consider all options

Can make quick decisions

Motivate through audience benefits
• Tangible benefits - profits, savings, bonuses • Career or task benefits - solving a task problem, helping identify solution, career advancement tips • Ego benefits - self-worth, accomplishment, achievement • Group benefits - group task enhancements, group advancements, sense of group worth, enhance group soliarity ("bandwagon")
Munter, Mary. (2002). Guide to Managerial Communication – 6th Edition. New Jersey: Prentice-Hall. p15-17.

Motivate through credibility
• • • Shared value ("common ground") Goodwill (“reciprocity,” “quid pro quo”) Expertise (citing credible sources; detailing your experience)




Rank and punishment – (Definitely not recommended) Message structure: Opening, body, conclusion Munter, Mary. (2002). Guide to Managerial Communication – 6th Edition. New Jersey: Prentice-Hall. p15-17.

Profiling your audience

Analyzing audiences
Develop a brief analysis of the audience for each of the following communication tasks.

a. Your letter of application for a job advertised in your local newspaper. Your qualifications match the job description.

Ask:
• Who is my primary reader or listener? • What do I want to happen? • What do I need to do to make it happen?

Then, develop your audience strategy

b. An e-mail memo to your boss persuading her to allow you to attend a computer class that will require you to leave work early two days a week for ten weeks.

• Who is my primary reader or listener? • What do I want to happen? • What do I need to do to make it happen?

Then, develop your audience strategy

d. A message from the municipal water department explaining that the tap water may taste and smell bad; however, it poses no threats to health.

• Who are my readers or listeners? • What do I want to happen? • What do I need to do to make it happen?

Then, develop your audience strategy

c. An unsolicited sales letter promoting life insurance to a targeted group of executives.

• Who is my primary reader or listener? • What do I want to happen? • What do I need to do to make it happen?

Then, develop your audience strategy

e. A letter from a credit card organization refusing credit to an applicant.

• Who is my primary reader or listener? • What do I want to happen? • What do I need to do to make it happen?

Then, develop your audience strategy

Audience
Analysis

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