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20 Ice Breakers to Make Your Next Meeting Fun
Meetings can be fun and productive. Use these icebreakers to unify teams, get meeting buy-in and learn more about them to become a better manager.
meetings  communication  facilitation 
10 hours ago by enslrhs82
Twist – Mindful Team Communication
Like something in between Slack and a message board
chat  collaboration  communication  slack 
yesterday by awhite
Saros Project
Real-Time Distributed Software Development (in Eclipse)
ide  tool  remote  communication 
yesterday by bitherder
How to be a good person in text
When I ask people what annoys them most in communication, especially in text-based forms, they mention something else besides feeling unheard/misunderstood as their primary source of concern: “receiving open or implicit commands”. This is a very interesting observation for which we at Ixy are deeply grateful to the users that helped with our research: while imperative sentences are crucial in certain areas of life (“Mind the gap’”, “Quit Playing Games With My Heart”, “New to Amazon? Tell us how we did!”), they need to be handed out very carefully in our personal and professional relationships.
communication  advice 
2 days ago by elrob
To Improve Your Storytelling Skills, Use Abraham Lincoln as Inspiration |
"Lincoln's oration followed one of the most effective story structures you can use--the structure that storytelling expert Shawn Callahan calls "the clarity story."

This type of story is so valuable because for people to be engaged, they need to understand why they should take action. "The clarity story provides reasons in the most powerful and digestible format possible," writes Callahan in Putting Stories to Work.

Here's how Lincoln used the clarity story structure to build his famous speech:

Part 1 begins with a look back at the past to take the listener back to the way things used to be.

Four score and seven years ago our fathers brought forth on this continent, a new nation, conceived in Liberty, and dedicated to the proposition that all men are created equal.

Part 2 shifts to something that happened: the events that caused a problem or opportunity.

Now we are engaged in a great civil war, testing whether that nation, or any nation so conceived and so dedicated, can long endure. We are met on a great battle-field of that war. We have come to dedicate a portion of that field, as a final resting place for those who here gave their lives that that nation might live. It is altogether fitting and proper that we should do this.

Part 3 is what Callahan calls "so now . . ." which describes the decision or action needed to respond.

But, in a larger sense, we can not dedicate -- we can not consecrate -- we can not hallow -- this ground. The brave men, living and dead, who struggled here, have consecrated it, far above our poor power to add or detract. The world will little note, nor long remember what we say here, but it can never forget what they did here.

Part 4 looks ahead to the future to envision a desired outcome.

It is for us the living, rather, to be dedicated here to the unfinished work which they who fought here have thus far so nobly advanced. It is rather for us to be here dedicated to the great task remaining before us -- that from these honored dead we take increased devotion to that cause for which they gave the last full measure of devotion -- that we here highly resolve that these dead shall not have died in vain -- that this nation, under God, shall have a new birth of freedom -- and that government of the people, by the people, for the people, shall not perish from the earth.

That's fine for Abraham Lincoln, but you may wonder: How can you use the clarity story for your own communication?

Callahan gives an example of a bank that adopted a new strategy of calling its branches "stores" as a way of emphasizing customer service. When a new CEO took over several years later, she decided to go back to using the old language of calling them "branches." Employees were confused about why the change was occurring when the bank had made such an investment in the move to "stores."

So the bank's leaders used the clarity story to communicate with employees:

(Part 1) In the past . . . the bank wasn't delivering great customer service, so we made a number of changes, including referring to our branches as stores.

(Part 2) Then something happened . . . we began to hear from customers that they weren't comfortable with the language change; "stores" didn't seem serious enough.

(Part 3) So now . . . we're changing back to referring to our branches as branches. We know the change will cost money, but we need to make sure we put our customers first.

(Part 4) In the future . . . we will continue to make changes that will increase customer satisfaction.

The structure works so well, writes Callahan, because it creates a series of events that cause people to want to know what happens next. "You need to spark people's interest by starting with the context, then hold their attention because something happens that causes a change, then end with an outcome."

Lincoln relied on this technique in his iconic speech--and you can, too."
communication  storytelling  frameworks  writing  frameworks-for-marketing  marketing-tactics--writing-copy 
2 days ago by daguti

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