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Overview
Product Details
| ISBN-13: | 9781567264265 |
|---|---|
| Publisher: | Berrett-Koehler Publishers |
| Publication date: | 07/01/2013 |
| Series: | Government Manager's Essential Library |
| Sold by: | Barnes & Noble |
| Format: | eBook |
| Pages: | 128 |
| File size: | 2 MB |
About the Author
Read an Excerpt
The Government Manager's Guide to Plain Language
By Judith Gillespie Myers
Management Concepts Press
Copyright © 2013 Management Concepts, Inc.All rights reserved.
ISBN: 978-1-56726-426-5
CHAPTER 1
SUCCEEDING AS A WRITER IN TODAY'S GOVERNMENT WORKPLACE
To succeed in the government workplace, you must be able to express yourself effectively, clearly, and persuasively. You must create documents that your readers will read and understand, that result in decisions, and that affect your readers as you intend. Each letter, report, or email you send out is a reflection of your agency or department. It is also a reflection of you personally.
Many of us find the whole process of writing daunting. Yet, with the right guidance and practice, we can all become better, more effective writers.
THE IMPORTANCE OF PLAIN LANGUAGE IN GOVERNMENT WRITING
Government writing presents a special challenge. Government documents often contain technical information, and they go out to multiple audiences — some highly knowledgeable, some less so.
Government documents have traditionally contained gobbledygook or "bureaucratese" — jargon and complicated, legalistic language. These uninviting letters and reports read as though they are addressed to technical experts and lawyers rather than to readers who need to be influenced or informed. However, a few small changes can turn these documents into clear, effective messages.
Presidential Efforts to Improve Government Writing
For decades, presidents and political leaders have urged clear writing in government documents. James Madison wrote in 1788, "It will be of little avail to the people, that the laws are made by men of their own choice, if the laws be so voluminous that they cannot be read, or so incoherent that they cannot be understood."
Franklin Roosevelt cringed at the convoluted wording of the following blackout order during World War II:
Such preparations shall be made as will completely obscure all Federal buildings and non-Federal buildings occupied by the government during an air raid for any period of time from visibility by reason of internal or external illumination.
"Tell them," Roosevelt said, "that in buildings where they have to keep the work going to put something across the windows."
In an attempt to cut the government gobbledygook, President Nixon ordered that the Federal Register be written in "layman's terms." President Carter signed an executive order directing that federal regulations be "easy to understand by those who are required to comply with them." A few federal agencies responded by publishing regulations that were more clearly written, although the efforts were sporadic.
The Clinton administration issued monthly "No Gobbledygook Awards" to agencies that cut the bureaucratese. In 1998, President Clinton issued a directive requiring government agencies to use plain English. Several agencies set up what is now called PLAIN — the Plain Language Action and Information Network, a governmentwide group to improve communications from the federal government to the public. The PLAIN website (www.plainlanguage.gov) offers numerous resources to help writers communicate more clearly.
The Plain Writing Act of 2010
Plain language in government writing became the law when President Obama passed the Plain Writing Act of 2010. The law defines plain writing as writing that is "clear, concise, well-organized, and follows other best practices appropriate to the subject or field and intended audience."
This law requires each agency to use plain writing in every covered document the agency issues or substantially revises. A "covered document" is any document that meets one of the following criteria:
• Is necessary for obtaining any federal benefit or service or filing taxes
• Provides information about any federal benefit or service
• Explains to the public how to comply with a requirement the federal government administers or enforces.
Covered documents include (whether in paper or electronic form) letters, publications, forms, notices, and instructions, but not regulations.
In addition, the Plain Language Act requires that each agency take the following steps:
1. Designate one or more senior officials within the agency to oversee the agency's implementation of the act.
2. Communicate the act's requirements to the agency's employees.
3. Train agency employees in "plain writing" (defined as writing that is clear, concise, well-organized, and follows other best practices appropriate to the subject or field and intended audience).
4. Establish a process for overseeing the agency's ongoing compliance with the act's requirements.
5. Create and maintain a plain writing section of the agency's website to inform the public of agency compliance with the requirements of the act, provide a mechanism for the agency to receive and respond to public input on agency implementation and agency reports required under the act, and be accessible from its homepage.
6. Designate one or more agency points-of-contact to receive and respond to public input on the implementation of the act.
Other Plain Language Programs
Efforts to eliminate bureaucratese have not only come from the White House. Many federal agencies, state government entities, and other organizations have initiated programs to enforce plain language:
• The Center for Medicare and Medicaid Services offers a Toolkit for Making Written Material Clear and Effective. Its focus is health-related materials, but it can be used for many other topics.
• U.S. Citizenship and Immigration Services has a thriving plain-language program and provides training for its staff throughout the country. As part of that program, it developed a series of short, funny videos highlighting different plain-language techniques.
• The Federal Aviation Administration established FAA writing standards in March 2003 and posted the FAA's Plain Language Manual.
• The Federal Register offers several resources online, including guidance on how to make regulations readable, how to draft a legal document, and how to rewrite a short rule.
• The Securities and Exchange Commission provides A Plain English Handbook: How to Create Clear SEC Disclosure Documents online.
• The Department of the Army, the National Institutes of Health, and the Centers for Disease Control have all developed training available for anyone to use.
Many states and municipalities also have laws requiring that consumer statutes be written in plain language:
• The Washington State Government has been involved in the plain language movement since the mid–1990s. In 2005, the governor issued an executive order requiring all state agencies to use simple and clear language when communicating with citizens and businesses.
• Texas has a plain language contracts project, including a plain language submission form for contracts.
• The Mayor's Office of Adult Education in New York City provides Easy to Read NYC: Guidelines for Clear and Effective Communication.
The Federal Judicial Center in Washington, D.C., teaches federal judges to write their opinions in plain English. The American Bar Association has issued a resolution encouraging agencies to write regulations in plain language.
WHY USE PLAIN LANGUAGE?
Proponents assert that writing documents using plain language techniques is effective in a number of ways: It saves money, helps prevent lawsuits, engages readers, and makes you more successful.
Plain Language Saves Money
A 1991 study showed that writing memos in plain language instead of bureaucratese could save the U.S. Navy $250–$350 million a year. Naval officers were given business memos to read. Some memos were written in plain style and some in bureaucratic style. It took officers 17–23 percent less time to read a plain memo. Based on the average hourly pay for all naval personnel, the researchers calculated the yearly savings.
As part of a writing project, the Veterans Administration tracked the savings from rewriting just one form letter in plain language. In one year, a regional VA call center saw the number of calls drop from about 1,100 to about 200. A VA project coordinator estimated that, if this letter alone were adopted at VA offices nationwide, the VA would save more than $40,000 a year. Of course, the VA sends out thousands of different letters each year.
Agencies have been cutting down on administrative costs, too. In the 1970s the Federal Communications Commission rewrote the regulations for CB radios in plain English. The number of calls from people confused by the rules dropped so dramatically that the agency was able to reassign all five people who had been fielding questions full-time.
Examples of how using fewer words has resulted in reduced time and cost — and greater ease of public use — abound throughout the government. One outstanding example is the Farm Credit Administration, which revised a document explaining the Freedom of Information Act fees. The reduced size of the document — from 7,850 to 4,018 words — made it more user-friendly for the public and lowered the printing cost. Interestingly, the revised document contained more information than the original.
Plain Language Helps Prevent Lawsuits
Unclear writing is more than annoying; some courts have called it unconstitutional. For example:
A few years ago, the Immigration and Naturalization Service (INS) was taken to court by several aliens the INS had attempted to deport after they had failed to request hearings in document fraud cases. The INS had notified them of their right to request a hearing and informed them that, if they waived that right, they most likely would be deported.
The problem? The forms the INS used for notification were so unclear that the aliens didn't understand their rights or the possible legal consequences. The court not only ordered INS to rewrite the forms but also prevented the agency from deporting any alien who had received the forms.
Plain Language Engages Readers
Research shows that readers prefer documents written in plain language and understand them better. For example, the research director of the Plain Language Commission in the United Kingdom, used his own guidelines to revise a document and later tested it against the original. The result was that 87 percent of the law students tested preferred the revised document. More important, when asked a set of 12 questions about either the original or the revised document, students using the revised version performed better on nine out of 12 questions.
In a similar study, two separate surveys were sent to judges and lawyers, one written in traditional legalese and the other written in plain English (though they were not labeled as such). The readers rated the passages written in legalese to be substantially weaker and less persuasive than the versions written in plain English.
If people understand your documents the first time they read them, they will be less likely to ask for clarification and more likely to respond favorably to your message.
Plain Language Makes You More Successful
It's difficult these days to find a job that does not list excellent written and verbal communication skills as one of the requirements — especially for a manager. A quick glance at jobs posted on such sites as Monster.com shows that applicants for a variety of management positions all must have this qualification.
The U.S. Office of Personnel Management (OPM) recognizes the need for communication skills among its managers. OPM's Leadership Education and Development Certificate Program includes "Effective Writing in the Federal Government" in three of the five leadership tracks: Project/Team Lead, Supervisor, and Leadership for Professionals. The executive track includes "Executive Communication Skills: Leading the Process of Change." Both the supervisor and the manager tracks list the course "Communicating Face to Face."
A description of Senior Executive Service qualifications states that senior executives "must move beyond using communication skills to represent the organization to using communication for team and partnership building."
CHAPTER 2GETTING STARTED: THE PLANNING STAG
All of us have times when we just can't seem to face a writing task. Whether starting a long report or a memo, we find ourselves staring at a blank screen, our minds wandering. At those times, the writing process can seem so overwhelming that we'll do anything to avoid putting down that first word.
If you're having a difficult time getting started and think you might be experiencing writer's block, try the following:
• Avoid leaving your project until the last minute.
• When scheduling your project, give yourself some time to warm up to the topic.
• Jot down every idea that comes to you, quickly and randomly.
• If you run into a roadblock after you get started, take a break and let your ideas incubate.
• Don't confuse writing with editing.
Writing proceeds much more easily when writers recognize the phases of the writing process: (1) planning, (2) drafting, and (3) editing. Although you might move back and forth from one stage to another, the important thing to remember is not to combine the stages. Each stage requires a distinctly different process and way of thinking. For example, during the drafting phase, you should not edit. Drafting requires that you allow your thoughts to flow freely. If you try to edit while you draft, you'll inhibit the flow of ideas.
GUIDELINES FOR PLANNING
For any kind of writing — emails, letters, or reports — you need to make sure that you understand your purpose, your audience, and your subject.
Know Your Purpose
Before you begin, ask yourself why you are writing. This will save time for both you and others.
Decide what effect you want to have on your reader. Identify the most important idea — the one you want the reader to remember. A one- or two-sentence purpose statement helps get you started. It becomes the lead-in to your outline and often becomes the first words in the document itself.
The following are examples of purpose statements:
• To persuade the deputy to add three new staff members to the human resources team
• To provide background information on a policy that is coming up for review
• To direct employees to use a new timesheet procedure.
Know Your Audience
Typically, the role (or category) of your reader determines what the reader knows about your subject, the reader's decision-making level, and the type or form of information needed.
To gauge your reader's reaction, ask yourself the following questions:
• Is your message in alignment with your reader's goals and values?
• Are you disputing the data?
• Will your reader lose face by accepting your recommendations?
• Will your message create more work for your reader?
• Will your reader get pressure from his or her manager because of your message?
Once you have answered these questions, you can write your document in a way that minimizes negative reactions.
Writing Regulations for More Than One Reader
A document often has many readers. You might be writing to exporters and importers, coal miners and surface owners, or airlines and passengers.
The following are some tips for writing regulations for diverse audiences:
• Break your document down into the essential elements.
• Determine which elements apply to each part of your audience.
• Group the elements according to the audience that will be affected. For example, if you are writing about research grants for university professors, first tell the professors what they have to do and then tell the university accounting department what it has to do.
• Clearly identify to whom you are speaking in each section. Don't make a reader go through material only to find out at the end that the section doesn't apply.
(Continues...)
Excerpted from The Government Manager's Guide to Plain Language by Judith Gillespie Myers. Copyright © 2013 Management Concepts, Inc.. Excerpted by permission of Management Concepts Press.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Table of Contents
Contents
PREFACE,ACKNOWLEDGMENTS,
CHAPTER 1: Succeeding as a Writer in Today's Government Workplace,
CHAPTER 2: Getting Started: The Planning Stage,
CHAPTER 3: Drafting: Writing It Down,
CHAPTER 4: Editing: Using the Right Voice and Tone,
CHAPTER 5: Editing: Writing with Clarity and Conciseness,
CHAPTER 6: Editing: The Final Phase,
CHAPTER 7: Emailing the Right Message,
CHAPTER 8: Writing Effective Letters,
CHAPTER 9: Preparing Reports,
CHAPTER 10: Other Forms of Government Workplace Writing,
CHAPTER 11: Using Social Media,
INDEX,