Posted by jeffreyuw
This week’s readings revisited a number of concepts that I’ve learned throughout the technical and professional communication program.
Chapters 2, 3, and 5 essentially summarize that technical communicators should not just view themselves as writers, but also rhetorical tool experts, information designers, and content managers. It was a solid review and there were actually some things that caused me to stop and think more deeply about my own role as a technical writer.
Content Management Perspectives
For instance, Hart-Davidson makes an argument that there are three perspectives for creating and managing content in Chapter 5.
- The first perspective is making texts — this is the dirty work, the actual writing we do for clients, users, and customers.
- The second perspective is creating and managing information assets — from my understanding, this is the process of making content reusable and “evergreen”.
- Lastly, (and this is the part that made me think more deeply) Hart-Davidson argues content mangers should design and manage workflows and production models — this last perspective focuses on the responsibilities of those who are involved with content management in an organization context.
Hart-Davidson elaborates more on this third perspective later in the chapter:
“Here, technical communicators take on supervisory roles at the level of a team . . . They study how people work to create and manage information and they then look to make improvements.”
After reading this, I started to ask myself, “How do we do that?” Particularly when we’re not always in leadership roles to manage how other people create and manage information? The answer sounds simple, but I’ve found it to be rather difficult in some instances.
The Content Playbook
For example — this week, my team conducted our monthly content calendar review to discuss what will be published in the month of November. This meeting included my directors and other marketers. During this meeting, me and the other content manager started to discuss our process for creating and publishing new content. As we were explaining this, my director suggested that we make a “content playbook” that basically describes the process of how we publish content.
Now, this isn’t the first time my director has asked for something like this. He has briefly brought up a similar request months ago. However, I haven’t acted upon this request because it sounds like a waste of time. Not because I feel it is a bad idea necessarily, I don’t think anyone will actually use it. Immediately, my content management brain kicks in because I think, “Who is going to read that?
Should I be spending time creating a playbook for something that (that I feel) no one will read? At my work, there are only two content managers (me and another writer on a separate marketing team). I feel he would be the only other writer who would benefit from something like this. However, after reading this week’s readings, I may be feeling differently.
If I was to put on my managerial content marketing hat, or as Hart-Davidson describes ” study how people work to create and manage information and then look to make improvements”, I would have a few recommendations.
One thing that I wish the other writers would do is amplify the content they have created. Once they publish an article on the company blog, they do not try to republish it on other websites or share it that often enough on social media. Earlier this week, I was listening to a presentation about why content marketing fails and the podcasters mention that writers often fail to ask this simple question during the content creation process:
I do not feel the other writers ask this question. Typically, I’ve chosen to just do my own thing and not worry about the process in which they publish content. But, our readings this week have got me thinking more about it. How do you lead others to write and manage content effectively? How do you become a content leader and inspire others?
Content Management Revisited
Like I mentioned before, the readings this week got me thinking about the content playbook. If I created a content playbook that describes how to amplify your content, would that change anything? I’ve shown my colleagues the results and statistics of amplifying their content, and that still doesn’t seem to change anything.
But maybe it’s not that simple. In the same presentation that I mentioned earlier, they suggest that content marketers don’t try enough. If their efforts fail, they should try again. Maybe I should at least try this content playbook.
I’m interested to know what you guys think. If your director suggested you write a content playbook. What would you do? Have you already done it? Do you feel others (have or would) use it? What are other ways you manage the content and information in your own organizations?
Posted by delwichej8841
I enjoyed this week’s assigned readings from Rachel Spilka’s “Digital Literacy for Technical Communication”, which I found to be quite thought-provoking. However, between the three chapters, I was most intrigued by Chapter 5, William Hart-Davidson’s “Content Management: Beyond Single-Sourcing”.
Hart-Davidson defines “content management” as “a set of practices for handling information, including how it is created, stored, retrieved, formatted, and styled for delivery” (p. 130). While this basic definition accurately summarizes my general understanding of content management, I appreciate how Hart-Davidson thoroughly explores the process while detailing its evolution.
Image courtesy of Das Tor News
As Hart-Davidson explains, a Content Manager has many responsibilities, making him/her an integral cog within an organization. However, before a Content Manager can take on such responsibilities, a content strategy must first be devised and implemented, preferably by the Content Manager AND his/her colleagues. If this crucial first step is skipped, the content will not maintain consistency with regard to format/style, organization, or placement. Sure, the organization’s decision-makers may provide free rein to the Content Manager, allowing him/her to make executive decisions with regard to content. However, I have firsthand professional experience that suggests this could greatly backfire.
Just over two years ago, I was hired as a Content Editor for a reputable pipe & supply company on the south side of Chicago. Though a Content Editor is not the same as a Content Manager, the former belongs under the proverbial umbrella of the latter, with the two sharing several of the same responsibilities. In my role as Content Editor, I was responsible for creating and maintaining product descriptions/navigation for this company’s new eCommerce website. However, having not previously worked in the supply chain industry, I blindly stumbled into this role without a clear blueprint in place.
Regardless, having received minimal direction, I did the best I could in this role, having surprised myself and others with how well things turned out. However, despite some positive feedback from my colleagues, there were several others who were displeased with my product layout. Accordingly, this layout was reworked several times over by me and others as we aimed to create something that everyone would be satisfied with. Unfortunately (but perhaps not surprisingly), this did not happen.
I have to imagine that no work-related project will ever appease all employees within an organization, regardless of how much time and effort goes into it. However, I firmly believe that, had my colleagues and I worked to establish a blueprint that (most of us) agreed on, this product layout would have required far fewer redos thereafter. In other words, had we actually executed the first step, the subsequent steps would have been far smoother.
Image courtesy of GetRedtie
In summation of Chapter 5, my general takeaway is that the larger an organization is, the greater the amount of pressure on the organization’s Content Manager. While this may seem like common sense, I do think such an individual’s performance could “make or break” an organization’s, productivity, workflow, results, and bottom line.