SUBJECT: Honing Writing Skills
APPLICATION: Eliciting Reader Reaction

Management Memo
By Thomas P. Sattler, Ed.D., and Carol A. Doniek, M.S.

In this age of information, most professionals have very little time to read, much less respond to correspondence at work. Chances are slim that an email, memo or report that you write will be read in its entirety. Let's say you've got something important to say and that you want to elicit a response or reaction from your reader. Is writing a memo an exercise in futility? Read on to find out how to structure your ideas to increase the chances of your document being read and of getting the desired action.

First, determine your audience. Are they superiors, colleagues, members, customers or subordinates? Based on past experience, will they accept your ideas readily? Second, determine what type of message you are trying to convey-good or neutral news, bad news or persuasion? The combination of your type of audience and your type of news will determine the document structure.

Good or neutral news. State your purpose or news in the first sentence, even if the reader needs more facts to fully understand it. If there is more than one purpose, state them both"Who in the beginning of the document or write two separate documents. If you are asking the reader to respond to the correspondence, place the request either in the second sentence or in the last sentence. Most professionals have been conditioned to read the first last segments of a document exclusively. Finally, add only the necessary supporting information in order of importance. This structure works.for all audiences, because there is no conflict between good and getting straight to the point.

Bad news. When writing to subordinates, use the good news model complete with the main point first, action request second or last, and supporting information in the middle. When conveying bad news to colleagues, superiors and customers or members, consider the status of your relationship with them. If the relationship is good, use the good news model. If the relationship is strained or the audience is unfamiliar, consider the following structure.

An audience who you suspect will not be receptive to your ideas may be more effectively reached with a less direct approach Use these sections in the following order a pleasant, cordial beginning an explanation of reasons for the negative message; a clear, concise statement of the negative message; the action request if-there is one; and a pleasant (different subject).

Persuasion. The model for writing the persuasive document is the same for all audiences. First, arouse the reader's interest. Second, show how the problem affects your reader.-Third, offer a solution that resolves the problem. Fourth, show how your readers will benefit by adopting the solution. And, finally, give your readers your action request.

We have not discussed every possible situation here, and everyday work life will undoubtedly throw you some curve balls. But now you have some options from which to choose when faced with important writing assignments.

The combination of your type of audience and your type of news will determine the document structure.

REFERENCE

Fielden, J.S., & Dulek, R. Bottom Line Business Writing. Prentice Hall, Englewood Cliffs, NJ., 1984.

Thornas R Sattler, Ed.D., is professor of kinesiology at the University of Illinois at Chicago, and Carol A Doniek, M.S., is the manager of the Stuart Fitness Center at the Quaker Oats Co., Chicago.


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