When you work with others, you have expectations. Sometimes the connections on the great project tree seem damaged, dried up, brittle and fragmented. The project drags on. You have a deadline. How do you do your job? Questions open the door to deeper collaboration … or not This week, I wrote to a subject matter expert who was assigned as the main information…
How do you know you are writing collaboratively?
If you write in a business context, you are probably writing collaboratively. You might not know it, though. It is important to be sure. It saves a lot of trouble with mistaken assumptions and not being able to deliver. So at what point did you start writing collaboratively? Was it: While you were writing the first draft? After you…
Law 10. Celebrate, then evaluate
Today, I received a letter from a project leader in the mail. I chuckled and got a warm, fuzzy feeling. Here I was, thinking about the tenth and last law of collaborative writing—how important it is to recognize all collaborators and celebrate your collective achievement. Then a thank-you note arrives. (And I did not Photoshop that time stamp….
Collaborative Writing Law 9. Editors, translators, and designers are collaborators, too
Writing teams need editors. Depending on the context, the project might need a translator and some graphic designers, too. In fact editors, translators, and designers are all key collaborators. They offer advice about how specific requirements are best incorporated into the final product. Depending on the kind of editing to be done, there are roles for editors…
Collaborative Writing Law 7. Model thy structure and content
Why do we try to reinvent the wheel? The world is full of examples of how information can be organized. Pick a content model. Any model! Well, you’re right. Not just any model will do. You want the one that fits your content best and helps your team manage the work. That’s why knowing the requirements and…
Collaborative Writing Law 6. When in doubt, check your assumptions
Assumptions create obstacles to free-flowing collaboration. If a project is not advancing as expected, there are probably some hidden assumptions to bring to light. Assumptions can affect anything from the writing mandate to the final output, and all the activity and people in between. The root of assumptions is expectations—something every project and everyone involved comes ready charged…
Is your organization losing its mind?
Your team is compiling hundreds of pages to support your organization’s product. It takes months, sometimes years. So you can expect the faces at the table to change over time. Writing in organizations takes planning. If the team members take all the expertise with them, the collaborative writing project could be affected. And the organization might feel…
Model 3 – Collaborative teams
Of the three models of writing processes in organizations, collaborative teams are the most likely to produce successful documents. All the roles and responsibilities for producing the document are represented in a structure that supports the project: content specialists, writing experts, editors, designers, administrators, even contracting authorities who look after the final output. It is more time-consuming…
Model 2 – The writing shop
Our second model of writing process shows a group of writers working together to produce documents for the organization. On the surface it may seem that nothing is wrong with the writing shop model. One problem is that the shop may be just a collective of lone writers. Other characteristics of a writing shop is that they…
Model 1 – The lone writer: A lose–lose situation
The lone writer model is more common in organizations than you might think. Whenever work is sent to a single person for execution, either to someone in the organization or to a freelance writer (often the same person each time, since that person knows the organization very well), the lone writer model is being put into action….