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David Neeley wrote:
I would add that a frequent problem is that "everyone thinks he's a writer"
I agree. But I was trying to center my comments around a possible reason to
Parul response to my comment about "being a glorified secretary." There
have been many discussion on Techwr-l about everyone thinking they are
writers. There have been discussions about poor managers. But there hasn't
been much discussion about why managers/supervisors have the misconceptions
about what technical writers/communicators do. How did those misconceptions
come about? Where did they get them from? What do we (TWers/communicators)
to promote/perpetuate those misconceptions? How can I/we clarify/change
those misconceptions?
I much prefer being proactive rather than whining. I came away from that
discussion wth those 5 managers/supervisors feeling that maybe I had had a
small impact on those misconceptions. One of those managers and I had a more
intensive discussion later about why I put some information before other
information, why certain formating was used rather than a different kind,
how you defined the target audience, and why that was important. I told him
that getting the answers to questions like that was as much a "tool" of my
trade (technical writing/communication) as knowing the technical
information. My job required both skills.
> In addition, some writers tend to make things appear easier than they are.
When I was at Nortel, for example, several people in the department always
seemed to be horribly busy--yet their output was small and of indifferent
quality. Two of us, both contractors, seemed to many to be much less
harried. However, we also turned out more work than the five others in the
group, and of such quality that we were tasked to mentor the others.
>
Unfortunately, I've encountered the same bunch, or at least I could swear
they were the same bunch. I can't say that contractors or employees are the
most guilty of this. I've seen both. Suffice it to say, there are
contractors/employees who do not have the skills to do the job. Some just
exist to get the paycheck. I think this is true of all professions. How to
handle them, especially if you're a contractor and they are employee status,
is a difficult problem. I've never found a comprehensive answer and have
handled each on its individual circumstances.
> As for "defining ourselves"--while as I said I agree this is important, in
many cases we must ask the question "If we don't do it, who will?" In other
words, many tasks we are called upon to do seem to require far less talent
and experience than we (should) bring to a given situation. For instance,
many tech writers chafe at being asked to take notes of developers'
meetings. However, what they may not be crediting is the ability of the one
who keeps the minutes to do much to define the scope of the project. In
fact, I have found it is often a very good practice when being in *any*
meeting on the job to send a memo to the meeting participants afterward
detailing the information presented and the decisions reached in that
meeting. Often enough, this is a "CYA" step that can save a great deal of
misunderstanding and disgruntlement later. (By the way--I've often seen
people "disgruntled," but darn if I've ever seen anyone who might admit to
having been "gruntled!").
>
I always make notes for myself at any meeting I attend. I'm more than
willing to make a summary of those notes to distribute to other team
members. However, I call the line when I'm expected to make a word-for-word
transcription. That is where I consider the note taking requirement is over
into secretarial connotations. I've had that happen.
I much prefer a group notes approach. I use the meeting agenda, and everyone
contributes to their items. I'll even volunteer to have "maintenance." Group
onwership promotes team unity, too.
I agree that note taking is a good CYA. In addition to misunderstandings and
disgruntlement, they are a great reminders. I'd love to say I never forget,
but I'd be a very bad liar.
Diane
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