Ten Rules of Effective Language

One of the challenges risk professionals wrestle with is how to convince stakeholders to take specific actions,  such as proactively identifying risks. These stakeholders can be individuals, or they can be organisations.  While these stakeholders are not necessarily reluctant to comply with the requirements of proper risk management, they do have to deal with their own realities, including other demands on their energy,  or simply a perception that risk management is a waste of time.

Perception is reality, as the saying goes.  If you want to change reality, you have to change perception.  And one way to change perception is through communication.  A risk professional often needs to organisational action through reports and recommendations and also through interpersonal communication.

Dr. Frank Luntz, who apparently is a highly sought political speech writer, provides ten rules for effective language in his book, “Words that Work”.   I think when he came up with these rules, he was thinking in the in the context of public speeches, political messages,  and media relations.  But his rules seem a useful guide for a launching  a coordinated approach to getting your message across. 

In summary his rules are:

1. Use Small Words.  Use only words that you are certain your audience understands.  Don’t risk getting your message misunderstood. 
2. Use Short Sentences. If you can deliver the same message using a dozen words, do not do so with a thousand.  Not only are fewer words easier to remember, you stand a better chance at having your writing  read.
3. Credibility is as Important as Philosophy. Make sure you are telling the truth.  Very catchy marketing of something false will fool some people for a little while, but not for long, and not again. 
4. Consistency Matters. This is a nice way of saying: repeat the message over and over, using the same words if possible.  Drill the message in. Repeat until it becomes the truth.  And don’t change your message. Don’t change what you are trying to say.
5. Novelty: Offer Something New. Add a new twist on the language or coin a new phrase that capture the message vividly and clearly and memorably.  Definitely avoid clichés. Avoid it like the plague ;-).
6. Sound and Texture Matter. A slogan that makes sound (like ‘Snap, Crackle, Pop!’) helps make the slogan memorable.  Alternatively, come up with combinations of words that make a distinctive sound (‘Melts in your mouth…’)
7. Speak Aspirationally. Show the way to an ideal place. He gives the example of Crest toothpaste’s “Look ma, no cavities”. Tap into the audience’s aspirations and ideals.
8. Visualize.  Paint a picture with your words.
9. Ask a Question. Engage the listener by asking a relevant and memorable question.  Note that it is a single question, not several.
10. Provide Context and Explain Relevance. Make it very clear ‘why’ you are telling them what you are going to tell them. Give context to your message.

Luntz summarises these ten rules with ten words: simplicity, brevity, credibility, consistency, novelty, sound, aspiration, visualisation, questioning, and context.

You don’t have to follow all his rules for every message you want to get across.  I don’t think that’s possible, nor is it Luntz’s intention.  However, the list is useful as a guide for formulating a memorable message.

ERM is an Integrative Approach to Risk Management

Risk management as traditionally practiced in organisations tended to be silo-based.  Risks originating from one area is expected to be managed in that area which is assigned the responsibility for managing, while risk originating from another area is managed by that area.  

One of the reason Chapman gives to why this approach developed is our tendency to compartmentalise. Our analytical mindset approach to problem solving lead us to split things apart into their basic components to make them easier to manage.  

Over the years, there had been a growing recognition that a silo-based approach is flawed.  The impact of risks span across silos - a breakdown in manufacturing leads to impacts well beyond the manufacturing department.  Mismanagement of risk in one silo affects other silos, which may not be prepared for that risk because they had assumed that other area was managing that risk.  

ERM is a new approach to managing risk.  The thrust is of ERM is the integrative management of risks, understanding the interedependencies, their impacts, and areas where they can be leveraged so that addressing a single cause can prevent multiple risks.

Reference: Chapman, Robert. Simple Tools and Techniques for Enterprise Risk Management 2006.

Tools and Techniques of Enterprise Risk Management, Part 1

I’m going to go through Robert Chapman’s ERM book.  Based on the table of contents, the first part of the book what ERM is. Part II is about ‘The Appointment’ or what I think is a discussion of the engagement process.  The table of contents covers topics about interviewing the client, preparing the proposal, and implementation (of what, I am not sure yet).

Part II covers the Risk Management Process.  It seems to be about a fairly standard process: Analysis of the Business, Risk Identification, Risk Assessment, Risk Planning, and Risk Management.

Part IV covers ‘Internal Influences’ which I think is about internally generated risks.  The table of contents says it covers Financial Risk Management, Operational Risk Management, and Technological Risk.

The final part covers ‘External Influences’ which seems like about risks generated externally.  It discusses Economic, Environmental, Legal, Political, Market, and Social risks.

Finally there are 14 short Appendixes which discuss techniques like SWOT, PEST, VRIO analysis, Change Management, among other topics.