Communications for Change

A peice in the December concern of PM Network by Sarah Fister Gale works with the public relations issues that companies engaged in the extraction of petrol 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 doubt the extraction companies. They will 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 cynicism are unfounded. Unfounded or not, these suspicions have a negative impact on the drilling projects. The same suspicions the impact of a lack of facts can effect on THIS 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 rate on the issue Debbie Fister Gale wrote about. what does abbreviation dm mean on facebook

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 accomplish results, there would be no concern; it is the poisons 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 stand 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 source Act. The amount of public resistance from fracking assignments has led to the postponement or cancellation of some projects as see savvy environmental protection groupings exert pressure on political figures to intercede.

Companies that have enjoyed some success in countering these campaigns do so by treating the communities whose water the project could affect as stakeholders and treating marketing communications with the communities as a project deliverable. A great example of one particular marketing communications campaign involved newspaper advertising 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 used does not introduce damaging chemicals to the taking in water. Communication with these stakeholders from the avertissement phase of the job is another a major ranking factor.

Hydraulic 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 prove 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 therefore 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 could differ but the same rules that will make the fracking communication effective can make sales and marketing communications for the IT job 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, they are the individuals the system must be rolled out to and who must be trained in its use, but look beyond that first community. Are there any folks downstream or upstream with this primary group in whose work could be afflicted by the new system. Even if the work products are substantially the same, could slight dissimilarities affect their work? May differing delivery schedules impact them? The use of process flow charts can help you identify covered stakeholders. Don’t stop at the advantage of the chart; see the groups at the opposite end of those “off the page” markers.

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