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Communications for Change

A paper in the December concern of PM Network by Sarah Fister Gale works with the public relations issues that companies engaged in the extraction of olive oil and natural gas supplies by the process of fracturing, or “fracking” as it’s called by the industry. The problem is basically one of doubt: people concerned about the affect of toxic chemicals on their moving water mistrust the extraction companies. That they suspect that the chemicals each uses are poisoning their water. In some cases they may be right but also in the vast majority of cases, their accusations are unfounded. Unfounded or not, these suspicions have a negative impact on the drilling projects. The same suspicions the result of a lack of facts can influence on THAT projects, especially those bringing out a new process or replacing existing systems. Prior to I examine the influences of communication on those projects, let me bring you up to accelerate on the issue Danny Fister Gale wrote about.¬†Toll free number provider india

Fracking requires the removal company to dig a deep well through intervening layers of shale or other hard deposits and flush the gas or oil to the surface by pumping pressurized drinking water, sand, and chemicals into the well. The pressure created opens up cracks and flushes the gas or oil to the surface. If fracking only relied on water and sand to attain results, there would be no concern; it is the harmful toxins that are occasionally used in conjunction with these natural agents that would be the issue. Because the process requires the flushing action at all at a level that is usually lower than the water desk there is a risk that any toxic chemicals used could contaminate the drinking water. This dread is compounded by the exemption that American companies enjoy from the A safe drinking water resource Act. The amount of public capacity fracking tasks has led to the postponement or cancellation of some projects as noteworthy savvy environmental protection groupings exert pressure on political figures to intercede.

Companies with enjoyed some success in countering these campaigns would so by treating the communities whose water the project could affect as stakeholders and treating sales and marketing communications with the communities as a project deliverable. A great example of one marketing communications campaign involved newspaper advertisings which included photographs and descriptions of all the equipment and materials used in the project. This kind of approach presupposes that the materials and equipment being used does not introduce hazardous chemicals to the drinking alcohol water. Communication with these stakeholders from the avertissement phase of the task is another most important factor.

Hydro fracking projects are not the sole ones that can fall prey to the fear of the unidentified. Many IT projects run the risk of interacting with user resistance because the result of a new system issues jobs is an “unknown”. Users dread that their jobs are going to be made more demanding or that they will lose features with the new system. They may also dread losing their jobs because of this of a new software system making their careers obsolete. Project managers in charge of projects which implement new software systems should take a page from the fracking industry’s book. The equipment used to communicate varies but the same rules that will make the fracking communication effective can make sales and marketing communications for the IT task effective.

The first guideline of effective communications is to deal with the user community as task management stakeholder that must be conveyed with. The primary customer community will be immediately obvious, these are generally the individuals the system must be rolled out to and who must be trained in its use, but look beyond that primary community. Are there any folks downstream or upstream of the primary group in whose work could be affected by the new system. Even if the work products are substantially the same, could slight distinctions affect their work? May differing delivery schedules impact them? The use of process flow charts can help you identify concealed stakeholders. Don’t stop at the advantage of the chart; read the groups at the opposite end of those “off the page” markers.

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