BEYOND PERSUASION Communication Strategies for Healthcare Managers in the Digital Age Second Edition The advent of social media has forever changed how organizations communicate with the public, and healthcare organizations are no exception Beyond Persuasion provides healthcare managers with a guide to using strategic communication to meet both personal and professional objectives in the digital age Whether healthcare managers are conducting meetings with employees, answering massive amounts of email, or keeping up with Twitter feeds, their success ultimately depends on their strategic communication skills The first book to offer a strategic approach to managerial communication in health care, Beyond Persuasion is full of valuable information on issues such as how to develop fundamental skills, communicate strategically with internal groups such as employees and medical staff, and develop relationships with the external community and both traditional and new media In this new edition, Patricia J Parsons has added new references and resources and has updated the text with fresh material on how to weave social media tools, tactics, strategies, and policies into the fundamental discussion about communication as a personal, professional, and organizational priority PATRICIA J PARSONS Halifax is Professor of Communication Studies at Mount Saint Vincent University in Beyond Persuasion Communication Strategies for Healthcare Managers in the Digital Age Second Edition PATRICIA J PARSONS © Patricia J Parsons 2013 Toronto Buffalo London www.utppublishing.com Printed in Canada ISBN 978-1-4426-4721-3 (cloth) ISBN 978-1-4426-1534-2 (paper) Printed on acid-free, 100% post-consumer recycled paper with vegetable-based inks Publication cataloguing information is available from Library and Archives Canada University of Toronto Press acknowledges the financial assistance to its publishing program of the Canada Council for the Arts and the Ontario University of Toronto Press acknowledges the financial support of the Government of Canada through the Canada Book Fund for its publishing activities Contents Preface Level I: Personal and Professional Foundations Communication: A Management Tool The Strategic Communication Process Interpersonal Skills Put It in Writing Presentations That Deliver Fundamentals of Social Media Level II: It All Begins at Home Communicating In-house Communicating Strategically with Your Board Working with PR and Corporate Communications Level III: The World Outside 10 Creating Community Relationships 11 Media Relations Process and Practices Level IV: Crises and Issues 12 Communication in a Crisis 13 A View to the Future Notes Bibliography Index About the Author Preface There are four ways, and only four ways, in which we have contact with the world We are evaluated and classified by these four contacts: what we do, how we look, what we say, and how we say it – Dale Carnegie When I first began thinking about how to teach about strategic communication for healthcare managers, it occurred to me that much could be learned from a framework that emulated a computerbased, role-playing game Many years ago, I watched my young son manoeuvre his way through a maze of obstacles and tasks, strategically figuring out the best way to achieve mastery of the challenges so that he could move to a higher level of performance As I thumbed through the pages of the strategy guide, I began to see a connection between the strategic achievement of levels in this game of medieval knights and battles, and the everyday strategies, tools, and tactics that are so necessary to healthcare organizations seeking to nurture their relationships with important constituencies I was intrigued by this comparison because it occurred to me that with communication in the context of healthcare management – one of my personal and professional passions – there are “levels” through which the most skilled executive communicators must progress Just as in a computer game, learning how to manoeuvre your executive team successfully through a lower level provides you with considerable skill and knowledge to achieve your objectives when the situation is more complicated The difference between the game and the reality, however, lies in the fact that in our real-life situations, a higher-level obstacle can pop up even before we’re really ready And although many managers consider communication to be a tool to achieve consensus (in other words, to persuade others to their way of thinking!), healthcare communication goes way beyond persuasion Traditionally, communication for healthcare managers has focused almost exclusively on the technical and interpersonal level of communication skills I submit that a clear-eyed focus on the more complex levels of communication – strategic communication – is long overdue I believe that my conclusion is supported by others: Providers who are poor communicators are sued most often.1 A solid HCMN [healthcare management] curriculum integrates the liberal arts general education requirements of communication (written and oral)2 with other skills required of managers … The next generation of [healthcare] managers should have effective communication skills (written and verbal) …3 … and perhaps the most important observation of all … Very few advanced degree programs in health administration and medicine focus on teaching effective communication skills.4 These observations coupled with the fact that basic textbooks on managerial skill building for healthcare management students usually devote fewer than ten pages to communication skills suggests that there is much still to be done in helping healthcare managers improve their knowledge and skills in the area of strategic communication Indeed, in the list of skills and/or knowledge that are being sought by employers in many business areas, including health care, communication skills – both written and verbal – are listed either number one or, less often, number two In spite of the fact that communication skills are so highly valued, many healthcare managers still need help Jamie Haeuser, chief operating officer of Woman’s Hospital in Baton Rouge (LA); and Paul Preston, a professor of management at the University of Montevallo (AL) (who is also the leader of the “Sharpening Executive Skills” seminar5) have said the following: Effective communications don’t just happen – they are the product of a sustained and focused effort to sharpen skills and hone abilities Healthcare executives are wise to go beyond “common sense” in applying proven communication techniques to their most important challenges The result will be improved performance and more effective relationships.6 It seems clear that more resources are needed for both neophyte healthcare managers as well as their more experienced counterparts to assist them to develop those coveted communication skills When an earlier incarnation of this book was published way back in 2001, the communication landscape was vastly different We had no idea of the extent to which digital media, new media, social media or whatever you might call it, would change public communication (and no less so personal communication) forever The original purpose of Beyond Persuasion was to provide the readers with the knowledge, attitudes, and skills to use communication strategies and tactics to manage their organizations’ and their own relationships with important constituencies Academic programs in health administration were sadly lacking in coursework on strategic communication at both the undergraduate and the graduate levels, and that has not changed Many healthcare administrators are still unaware that they lack these important skills, the lack of which is magnified by the communication changes of the digital age It would be something of an understatement to say that much in the world of communication – and health care – has changed since then Over the past dozen years as we have moved into the new millennium and have seen the penetration of the digital approach to communication, I’ve made the following observations that lead me to believe that this information ought to be collected, added to basic strategic communication considerations, and become the book you now see • The landscape of public communication has changed dramatically and forever Anyone who works in any public communication area (media, corporate communication, advertising, social marketing, health promotion, to name a few) recognizes that the advent of social media and its uptake by the populace has changed forever how organizations, including healthcare organizations, communicate and develop relationships with their important publics The concept of “controlling the message” to achieve specific objectives seems as antiquated as a dial telephone The participatory nature of the new social media means that even in situations like crises, the message is out before anyone in the affected organization has time to contemplate the “message.” We learned this very quickly in the wake of the Virginia Tech shootings in 2007, and crisis communication has never been the same • Healthcare managers are becoming more interested in communication insofar as they want material about social media In February 2008, I was asked by the American College of Healthcare Executives (Chicago) to conduct a webinar on social media for healthcare managers all over the continent Most had very little knowledge about these new ways of communicating, but the participants recognized that they needed to know about this – whether they like it or not Since that time I’ve been teaching social media courses at both the undergraduate and graduate level to students in corporate and science communication • Healthcare managers and educators are beginning to recognize the importance of certain specific communication skills as evidenced by the number of courses that now have writing and other communication components included • Mass media (both traditional and new) have increasing influence on healthcare decisions that are made by the general populace Managerial decisions of necessity are often made based on reactions to what’s in the headlines since that’s what the populace comes to believe no matter how much misinformation may be in evidence • Basic communication skills, such as writing, making presentations, and knowing how to give an interview are even more important in the age of blogging and micro blogging, organizational podcasting, online video sharing, and internal social networking to name a few • There is an increasing need for materials for educators to use to help neophyte healthcare managers develop these skills In this book I hope you’ll find a way to weave social media tools, tactics, strategies, and policies into the fundamental discussion about communication as a personal, professional, and organizational priority Dale Carnegie’s admonition about the “only four ways” by which we are classified and evaluated by the world apply equally to health-care organizations as well In fact, organizational actions, as communicated through both behaviour and words, become their public image or “look.” And even neophyte public relations practitioners know that perception is reality What people believe to be true is true for them in all its consequences, and they will act according to those beliefs It is your job as a healthcare manager to ensure that what they believe about your organization is congruent with what you perceive is reality Strategic communication through word and action is the way to accomplish this The bottom line is that strategic communication skills at the interpersonal, group, and organizational levels are crucially important for healthcare managers in today’s world of communication overload Whether conducting a meeting with employees, answering ever-increasing email, or fielding reporters’ questions at a media conference, both your own personal skills and how you use them in the overall strategic communication plan for your organization are important to your personal success, as well as to the success of your organization in achieving its mission Over the years I have observed that graduate programs in health administration are sadly lacking in course work on strategic communication as a management tool Consequently, neophyte healthcare executives often find themselves lacking fundamental concepts in how to best cultivate and use relationships with a variety of audiences, including the media Indeed, healthcare executives whose educational background may be in business administration are essentially in the same situation In any case, application of strategic communication concepts and practices is fundamentally an on-the-job problem How to Use This Book I have divided the material in this book into four levels, on the premise that the ideas in Level I are fundamental to those in Level II, and on up Theoretically, mastery of the ideas, skills, tools, and tactics in one level should assist you in successfully achieving mastery at a higher level However, as I mentioned earlier, challenges of a somewhat higher order often can and emerge before you are really ready Thus, the material in this book isn’t entirely linear Figure i.i illustrates what I mean about building strong foundations (It might remind you a bit of first-year psychology and Abraham Maslow’s Hierarchy of Needs.) Level I provides an overview of professional foundations of communication in healthcare management as well as a detailed examination of the personal foundations needed – that is, your skills This will allow you to consider and assess your own communication skills on a number of levels including both oral and written Level II suggests that achieving communication goals begins close to home and that, in fact, neglect of this level leads to more problems at the following levels Level III examines external communication, which is important in healthcare management However, this discussion is not meant to be an exhaustive examination of all the external constituencies healthrelated organizations need to concern themselves with (for that kind of a discussion, you will need to consult a textbook about public relations) Finally, Level IV broadens its view to examine crisis communication and the issue of social responsibility in healthcare communication Figure i.i Levels of Complexity in the Development of Strategic Communication Skills Along the way, you will have an opportunity to figure out how you stack up in both your attitudes and your communication skills In addition, at the end of each chapter you will find some guidance on where to look for further information Patricia J Parsons 2013 BEYOND PERSUASION Communication Strategies for Healthcare Managers in the Digital Age Second Edition Shannex “Mission and Core Values.” http://shannex.com/vision-mission-and-core-values.html Accessed September 2012 Shiller, Ed The Canadian Guide to Managing the Media Scarborough, Ontario: Prentice Hall Canada, 1994 Sim, Ed “Communicating with your Board.” Beyond VC, 2007 http://www.beyondvc.com/2007/01/communicating_w.html Accessed 30 May 2011 Squazzo, Jessica “Best Practices for Applying Social Media in Healthcare.” Healthcare Executive (May/June, 2010) http://www.ache.org/abt_ache/MJ10_F3reprint.pdf Accessed 27 September 2012 St Jude Children’s Hospital “Mission Statement.” https://www.stjude.org/stjude/v/index.jsp? vgnextoid=9dc4b8ca05604210VgnVCM1000001e0215ac RCRD&vgnextchannel=f67c1e3d40419210VgnVCM1000001e0215acRCRD Accessed May 2011 Strunk, William, Jr, and E.B White The Elements of Style 3rd ed New York: MacMillan Publishing, 1979 Taormina, Robert “Organizational Socialization: The Missing Link Between Employee Needs and Organizational Culture.” Journal of Managerial Psychology 24, no (2009): 650–76 doi: 10.1108/02683940910989039Tortorella, Albert “Crisis Communication: If It had a Precedent, It Wouldn’t Be a Crisis.” Communication World (June 1989) http://www.highbeam.com/doc/1G17388486.html Accessed 29 November 2011 Ulmer, Robert R., Matthew W Seeger, and Timothy L Sellnow “Post-crisis Communication and Renewal: Expanding the Parameters of Post-Crisis Discourse.” Public Relations Review 33, no (June 2007): 130–4 Welch, Mary “Appropriateness and Acceptability: Employee Perspectives of Internal Communication.” Public Relations Review 38, no (June 2012): 246–54 doi: 10.1016/j.pubrev.2011.12.017 Wheeler, Patricia A “The Importance of Interpersonal Skills.” Healthcare Executive 20, no (2005): 44–5 Wilcox, Dennis, Ault Phillip, and Warren Agee Public Relations: Strategies and Tactics 5th ed New York: Addison Wesley Longman, 1998 Zeoli, Richard The Principles of Public Speaking: Proven Methods from a PR Professional New York: Skyhorse Publishing, 2008 Zinsser, William On Writing Well 30th anniversary edition New York: Harper Collins, 2006 Zuckerman, Alan Healthcare Strategic Planning: Approaches for the 21st Century 3rd ed Chicago: Health Administration Press, 2012 Index academic writing, 47–8 accuracy, in writing, 46 active vs passive voice, 58–9 advertising, 120 aging population, 172–3 Ailes, Roger, 62 allied health professions, 100 ambush interviews, 149 anecdotes, in presentation openings, 66 annual reports, 118 appearance, 68–9, 153–4 Aristotle, 33, 50, 69 AuthorSTREAM.com, 76 baby boomers, 172–3 Bailey, Bernard, 171 Bell, Catherine Graham, 68 Berkun, Scott, 65 blogs, 79, 84–5, 105, 136 boards of directors, 101, 109–15 and crisis communications, 164–5 effective communication with, 114 frequency of communications with, 113 interface communications with (diagram), 109–10 packaging communications with, 112–14 power of, 110–11 providing information to, 111–12 strategic communications with, 111–12 use of persuasion with, 112 body language, 38, 154 Bonaparte, Napoleon, 138 brochures, 118 Broom, Glen, 119 Burkett, Warren, 132, 138 business style of writing, 47 Carnegie, Dale, 62 Center, Allen, 119 Children’s Hospital of Los Angeles, 88 chronological organization of presentations, 67 citizenship practices, 133 clarity, in writing, 46 classical judicial organization of presentations, 67 coercion, to induce action, 50 coherent elements, in writing, 55 Cohn, Kenneth, 99–100 communal relationships, 134 communication, as management tool, 5–18 healthcare communication, definition of, 12–14 interpersonal skills and roles of managers, 8–9 management, definitions of, 7–8 presentation skills, 11–12 and proximity, 9–10 public relations, 15–16 and relationship building, 14–15 target audiences, 16–17 written communication, 10–11 communication model, 13 community building via social media, 82 community health-related events, 133–4 community relations, 131–7 community expectations, 133–4 and corporate support for nonprofits, 134–5 and healthcare facility blogs, 136 interdependency of, 132 managerial role in, 132–3 open house events, 136 problems due to failure of, 131 public information programs, 136 social marketing campaigns, 136, 185n4 speakers’ bureaus, 136 completeness, of writing, 46 confidentiality, 88, 123, 142 connectedness via social media, 82 Conrad, David, consequences, as news value, 144 consultants, 122, 123–5, 155 consumer demands, 100 content communities, 84–5 control, physicians’ concept of, 100 controversy, as news value, 145 Coombs, Timothy, 162 corporate culture: internal communications, 95–8 managerial communication style, 97, 133 shared history and mythology of, 97 and strategic communication process, 28–9 credibility, 105–6, 163 crisis communications, 161–70 crisis, definitions of, 161–2 examples of, 162–3, 167–8 going public, 164 maintaining credibility, 163 official spokespersons, 164, 166–7 and stakeholders, 165–6 strategy for, 164–5 cult of the amateur concept (Keen), 79 culture, definition of, 95 currency, as news value, 144 Cutlip, Scott, 119 Davidson, Wilma, 47 Decker, Bert, 61–2 design tips, for visual aids, 71–2 Digg (social media), 79 double-ender interviews, 149–50 duHamel, Craig, 167–8 Eisenhower, Dwight D., 19 Elements of Style, The (Strunk), 45 elimination process organization of presentations, 67 e-mail, 53, 105, 113, 174–5 emotional outbursts, 38 engagement, 13–14, 82 ethical issues, 134–5, 175–8 ethos/logos/pathos (Aristotle), 69 event-orientation of media, 143–4 exchange relationships, 134 Facebook, 79, 105, 118, 125, 167, 168 fairness in communication, 177–8 feature writing, 48, 66 feedback, 12–13, 49, 63, 101–2, 103, 176 figurehead role, first impressions, 68 FLK, use of term, 104 Fluidsurveys.com, 103 forums, 84–5, 105 full disclosure vs credibility, 105–6 fund-raising, 121–2, 133 future trends in health care, 171–8 aging population, 172–3 changing public opinion, 173–4 changing technology, 174–5 ethics and communication, 177–8 individual attitudes toward heath care, 174 rules for managerial behaviour, 178 social responsibility, 175–6 strategic communication process, 176–7 gestures, 38 GOMER, use of term, 104 Governing Boards (Houle), 110–11 grapevine communications, 104–5 group presentations, 73–5 hand gestures, during media interviews, 154 headshot television interviews, 149 healthcare communication, definition of, 12–14 healthcare community/industry: future trends, 171–8 internal communications and culture of, 95–8 and jargon, 103–4 marketing of services, 121 media policies, 140–3, 151 pressures on, 100 social media policies, 86–8, 105 use of social media within, 82–3 Henkel, Shri, 40–1 hierarchical organizational charts, 34–6 HIPPA (Health Insurance Portability and Accountability Act) regulations, 83 honesty, 46, 141–2, 153, 163, 177 Houle, Cyril O., 110–11 House of God, The (Shem), 104 human interest, as news value, 144 Iacocca, Lee, 93 impromptu speaking and presentations, 73 inclusive language and communications, 55, 99, 134 in-house communications See internal communications insurance issues, 100, 121 in-talk, 103–4 internal communications, 93–108 audiences for, 98–101 with board members, 101 credibility vs full disclosure, 105–6 during crises, 164–5 and feedback, 101–2 and in-house grapevine, 104–5 and jargon, 103–4 and media relations, 142–3 mission and values, 96 with nurses, 99 and organizational climate, 98 with patients, 102–3 with physicians, 99–100 and service orientation, 98 and social media, 100–1 style of, 101–2 and technology, 100–1 use of persuasion in, 101–2 with volunteers, 100–1 internal newsletters, 54–5 interpersonal skills, 33–41 cultivating positive relationships, 36–7, 39–40 and formal vs informal relationships, 34–6 and meeting styles, 40–1 myths about, 37–9 and roles of managers, 8–9 inverted pyramid structure, for news releases, 53 jargon, 55, 103–4, 152 Johnson and Johnson, Tylenol crisis, 96, 162 jokes, in presentation openings, 65–6 Journal of Healthcare Management, on communication with physicians, 99–100 journalistic organization of presentations, 67 journalists and journalism, 144–6, 154–5, 166–7 Keen, Andrew, 79 Keller, Helen, 116 Kniffen, Robert, 96 leadership role, Lewis, C S., 55 liaison role, 8–9 LinkedIn, 79, 125 listening skills, 40–1, 102–3 litigation pressures, 100, 103 logic, 50 logos (Aristotle), 69 magazines, 148 Malouf, Doug, 70 management, definition of, 7–8 marketing, distinguished from PR, 119–21 Maslow, Abraham, 5, mass media See media relations McLuhan, Marshall, 146 media environment, understanding of, 143–4 media liaison, 141 media policies, 140–3 media relations, 138–57 confidentiality in, 142 cooperation and honesty, 141–2, 153 during crises, 166–7 dealing with confrontational journalists, 154–5 example of, 146–7 within health care field, 139–40 and internal communications, 142–3 and media liaison, 141 media policies, 140–3, 151 nonverbal presentation in interviews, 153–4 and print media, 147–8 and radio, 150–1 and television/video, 148–50 training in, 142–3, 154, 155–6 understanding media environment, 143–4 verbal interviews, 152–3 medical technology, 100 meetings, 40–1 microblogs, 84–5 Mintzberg, Henry, 8–9 Mishra, Jitendra M., 105 mission and values, 96, 133 mission statements, 22–8 morale building, 95–6, 101, 102 Morris, Diana, 106 motivational organization of presentations, 67 multicultural communications, 134 myBrainshark.com, 76 myths: about interpersonal communication, 37–9 about written communication, 51–2 Nature of Managerial Work, The (Mintzberg), 8–9 negative behaviours checklist, 39–40 negative images, 50 negative relationships, 36–7 neutral relationships, 37 new media See social media, fundamentals of Newberry, Robert, news magazine television interviews, 149 news releases, 44, 53–4, 118, 122 News Reporting: Science, Medicine and High Technology (Burkett), 132, 138 newsletters, 54–5, 118 newspapers, 147–8 Nightingale, Florence, 99 “no comment” statements, 153 nonprofit healthcare organizations, 121–2, 134–5 nonverbal behaviour, 41, 102, 153–4 nonverbal communication style, 97 nonverbal listening skills, 40–1 Nursing as a Career (Nuttal), 99 nursing profession, 99 Nuttal, Peggy, 99 “off the record” statements, 153 On Writing Well (Zinsser), 10 one-way communication, 12, 101–2, 119 online health information, 82–3, 173–4 online services, post-presentation, 76 open house events, 136 openings for presentations, 65–6 opinion pieces/editorials, 54 organization, of writing, 46 organizational climate, 98 Parker, Sean, 79 pathos (Aristotle), 69 patients and internal communications, 102–3 patronage, to induce action, 49 Patton, George S., 131 payment, to induce action, 49 perception is reality concept, 139–40, 162, 163 persuasion techniques, 49–50, 101–2, 112 philanthropy programs, 134–5 phone-in radio interviews, 150–1 physicians, 99–100, 121 Pinterest, 79 plan, definition of, 21 podcasts, 84–5 politeness in communication, 177–8 positive images, 50 positive relationships, 36–7, 39–40, 50 post-presentation online services, 76 PowerPoint™, 70, 76 PR managers, 118 PR technicians, 118 presentations, 61–78 appearance of presenters, 68–9 approach and tone of, 69–70 audience for, 65 impromptu speaking, 73 openings for, 65–6 organization of material, 67 post-presentation online services, 76 preparation of, 64–9, 76–7 skills for, 11–12 vs speech making, 62, 72–3 strategic venues for, 62–4 and team collaboration, 73–5 visual aids, 70–2 pressure, to induce action, 50 print media and media relations, 147–8 problem/solution organization of presentations, 67 professional development seminars, 122 prominence of individuals, as news value, 144 provocative questions/facts, in presentation openings, 66 proximity, as news value, 144 proximity and interpersonal skills, 9–10 public information programs, 136 public opinion, 133, 139–40, 173–4 public relations audits, 123–4 public relations (PR), 116–28 and communication, 15–16 development of relationships, 117–18 evaluation of performance, 123–4 functions of, 118–19 and fund-raising, 121–2 marketing, distinguished from, 119–21 outside PR consultants, 122, 123–5 and PR managers, 118 and PR technicians, 118 small organization managers as, 122 public speaking, fear of, 11, 61 publicity, 119, 120 quotations, in presentation openings, 66 radio and media relations, 150–1 readability of written communication, 55–6 reference books, 43 relationship building: and communication, 14–15 and interpersonal communication skills, 36–7, 39–40 marketing initiatives for, 120–1 public relations initiatives for, 117–18, 120–1 repeating yourself, 38 reporters See journalists and journalism reputation management specialists, 131–2 research/plan/implement/evaluate, 21–2 SARS outbreak in Toronto (2003), 167–8, 185n4 satisfaction surveys, 103 Schultz, Peter, 109 Schwarzkopf, Norman, 62, 69 scrum interviews, 149 seat-of-the-pants communications, 21 Second Life (social media), 79 Seinfeld, Jerry, 61 senses, in learning process, 70 service orientation, 98 Shem, Samuel, 104 Shiller, Ed, 146 simplification, in writing, 55 Skype™, 148 Slideboom.com, 76 SlideShare.net, 76 social audits, 175–6 social marketing programs, 136, 185n4 social media cycle, 81 social media, definition of, 80 social media, fundamentals of, 79–90 characteristics of, 80–2 engagement, 13 and grapevine communications, 105 in healthcare community, 82–3 and internal communications, 100–1 managerial use of, 86–8 and media relations, 140 overfamiliarity in, 48 tools of, 79–82 types of, 83–6 See also social media sites Social Media Governance (Web site), 88, 183n11 social media policies, 86–8, 105 social networks, 84–5 social responsibility, 175–6 sound bite radio interviews, 150 spatial organization of presentations, 67 speakers’ bureaus, 136 speech making vs presentations, 62, 72–3 stakeholders, 165–6 strategic communication process, 19–32 and corporate culture, 28–9 as dynamic, 30–1 and mission statements, 22–8 obstacles to, 29–30 research/plan/implement/evaluate, 21–2 seat-of-the-pants communications, 21 Strunk, William, Jr., 45 studio radio interviews, 150 style, definition of, 45 Sunnybrook and Women’s College Health Science Centre, 167–8 Survey Monkey (Web site), 103 talk show interviews, 149 Taormina, Robert, 95 team approach to presentations, 73–5 team orientation, physicians’ concept of, 99–100 technology, 100–1, 174–5 telephone interviews and media relations, 148, 151, 155 television and media relations, 148–50 Thomas, Lowell, 61 time frames, physicians’ concept of, 99 timeliness, as news value, 144 topical organization of presentations, 67 Tortorella, Albert, 162 trends See future trends in health care truthfulness, in writing, 46 Twain, Mark, 43, 55 Twitter, 79, 81, 118, 125, 167 two-way communication, 13–14, 49, 97, 176 unfair labour practices, 133 Union Carbide, Bhopal tragedy, 162 university public relations departments, 155 usefulness, in writing, 46 verbal interviews and media relations, 152–3 verbal listening skills, 40–1 videos, 72, 76, 148–50 Vimeo, 76 Virginia Tech massacre (2007), 164, 168 virtual worlds, 84, 86 visual aids in presentations, 70–2 visual image, 133 volunteers, 100–1, 122 Watson Wyatt Worldwide, 93 Wheeler, Patricia, 33 White, E B., 45 wikis, 74, 79, 84–5 Wikispaces.com, 74 words, accuracy in writing, 55 workforce, 98, 172 written communication, 43–60 avoidance of clutter, 52, 57 avoidance of overfamiliarity in, 48 evaluation criteria, 45–7 examples of, 10–11 formats and rules for, 52–5 myths about, 51–2 and needs of audience, 50–1 purpose of, 48–9 readability of, 55–6 reference books, 43 spelling and spellcheckers, 58 and strategic plans, 23–4 style of, 44–5, 47–8 use of persuasion in, 49–50 You Are the Message (Ailes), 62 YouTube, 76, 79, 105, 164, 168 You’ve Got to Be Believed to Be Heard (Decker), 61–2 Zeoli, Richard, 70 Zinsser, William, 10, 52 Zuckerman, Alan, 19 About the Author Patricia J Parsons Patricia J Parsons is currently Professor of Communication Studies and a past chairman of the Department of Public Relations at Mount Saint Vincent University, Halifax, Nova Scotia, Canada Professor Parsons teaches communication ethics and strategic planning in the four-year Bachelor of Public Relations, the Master of Arts (Communication), and the Master of Public Relations programs She was the founding coordinator of the Bachelor of Science (Science Communication) degree program at MSVU where she has developed the health communication coursework Her research and writing have focused primarily on healthcare communication issues and ethics in public communication practice She is the author of ten books and dozens of papers for the professional, academic, and lay press including Ethics in Public Relations: A Guide to Best Practice (Kogan Page, 2004, 2nd edition 2009), and A Manager’s Guide to PR Projects: A Practical Approach (Taylor & Francis, 2003) An associate editor of the Journal of Professional Communication, Professor Parsons is an accredited member of the Canadian Public Relations Society and was admitted into the CPRS College of Fellows in 2005 Visit her online at http://backstorywriting.wordpress.com http://www.patriciajparsons.com Twitter: @pparsons07 ... PARSONS Halifax is Professor of Communication Studies at Mount Saint Vincent University in Beyond Persuasion Communication Strategies for Healthcare Managers in the Digital Age Second Edition PATRICIA... than in healthcare communication Consider the following memo from the manager of an outpatient department to her booking clerks: In an effort to streamline the booking of appointments in the outpatient... pages to communication skills suggests that there is much still to be done in helping healthcare managers improve their knowledge and skills in the area of strategic communication Indeed, in the