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AIM Planning Process

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1 - Audience analysis 2 - Idea development 3 - Message structuring

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Audience Analysis

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Identify reader benefits and constraints Consider reader values and priorities Estimate your credibility Anticipate reactions Consider secondary audiences

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Idea development

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Identify and analyze the business problems at hand; Clarify objectives

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Message Structure

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Frame the main point Set up the structure/logic of the message

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Audience Analysis Components

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Identify reader benefits and constraints Consider reader values and priorities Estimate your credibility Anticipate reactions Consider secondary audience

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Identifying Reader Benefits

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Single most important planning step Readers respond when you provide them with something that they value ***when you communicate no apparent benefits, your readers are unlikely to engage

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Identifying Reader Constraints

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Think about the constraints your audience faces your reader will often see value in your messages but may not be able to respond as you hope because they: don't have time resources or authority to make certain decisions

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Considering Reader Values and Priorities

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What they value, prioritize, and prefer

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Values

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Enduring beliefs and ideals that individuals hold

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Priorities

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Involves ranking or assigning importance to things, such as projects, goals, and tasks. Priorities tend to shift more than values.

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Estimating your Credibility

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Readers will inevitably judge your recommendations, request, and other messages based on their view of your credibility. Stay aware of your strengths, weaknesses, and goals. Your reputation depends on adding value in the workplace.

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Anticipating Reactions

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In the planning stage: Envision how other will respond to your message Imagine how the readers will think, feel, and act as they read it. Think about what you want to achieve in terms of workplace relationships.

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Keeping Secondary Audiences in Mind

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Anticipate that individuals other than your primary recipient will view your message. In some cases, you will distribute your message to additional individuals whom it will affect. Consider which secondary audiences will view your messages and, if necessary, modify them according.

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Idea Development

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Involves sorting out the business issues and objectives, collecting as many relevant facts as possible, and making sound judgments about what the facts mean and imply.

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Idea Development Components

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1 - Identify the business problems 2 - Analyze the business problems 3 - Clarify objectives

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Identifying the Business Problem(s)

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Identify business problems Involves understanding an organization's business objectives and related challenges **Asking many questions from a lot of angles**

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Analyzing the Business Problem(s)

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Analyzing the business problem typically involves uncovering relevant facts, making conclusions, and taking positions.

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Facts

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Are statements that can be relied on with a fair amount of certainly and can be observed objectively. (most things are not absolutely certain in the business world)

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Conclusions

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Are statements that are reasoned or deduced based on facts

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Positions

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Stances that you take based on a set of conclusions

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Clarifying Objectives

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Clearly identify your goals. Will help balance your preferred work outcomes with your work relationships.

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Message Structuring

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Identifying and framing the primary message and; setting up the logic with supporting points and; a call to action

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Message structure Components

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1 - Frame the primary message 2 - Set up the structure and logic of the message.

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Framing the Primary Message

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Involves showcasing a message from an overarching theme. Focuses a reader or listener on a certain key idea or argument and highlights the premises and support for this key idea or argument

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The art of creating effective frames

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involves capturing your primary message in a short, memorable statement of 15 words or fewer.

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Setting Up the Message Framework

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Most business arguments employ a direct or deductive approach. They begin by stating the primary message - typically a position or recommendation. Then lay out the supporting reasons. Most business messages conclude with a call to action. The call to action in many cases is a more detailed and elaborate version of the initial position or recommendation.

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Deductive Business Message Components

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Opening Paragraph * Primary message as topic sentence. * Preview sentence as concluding sentence: We Should do [Position] because of Key point 1, Key point 2, and Key Point 4 Body * Supporting paragraphs for each key point * Key points as topic sentences. *Most paragraphs are three to five sentences and 40 to 100 words Concluding Paragraph * Restates primary message *Contains a call to action - specific steps to be taken.

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Indirect or Inductive

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Provide supporting reasons first followed by the primary message.

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Setting the Right Tone

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Demonstrate positivity * Display a con-do, confident attitude * Focus on positive rather than negative traits * Use diplomatic, constructive terms Show Concern for others * Avoid relying too heavily on I-voice * Respect the time and autonomy of your readers * Give credit to others

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Avoiding unsupported Generalizations

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Provide supporting facts for your claims

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Avoiding Faulty Cause/Effect Claims

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Try to identify causes and effects. Choose language and reasoning carefully.

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Avoiding Weak Analogies

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Strong analogies serve to bolster your arguments

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Avoiding Either/Or Logic

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One of the main characteristics of critical thinking is to remain flexible and open to alternative explanations and options.

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Avoiding Slanting the Facts

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Slanting means presenting only those facts that are favorable to your position.

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Avoiding Exaggerations

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Exaggeration impacts readers' perceptions of your overall credibility as well as the credibility of the message.

AIM Planning Process: Audience Analysis and Idea Development

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