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Communication in economic development --- Economic development --- Globalization --- Rhetoric --- Rhetorical criticism. --- Social aspects. --- Speech criticism --- Language and languages --- Speaking --- Criticism --- Oratory --- Public speaking --- Authorship --- Expression --- Literary style --- Rhetorical criticism --- Social aspects --- E-books
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Work is changing. Speed and flexibility are more in demand than ever before thanks to an accelerating knowledge economy and sophisticated communication networks. These changes have forced a mass rethinking of the way we coordinate, collaborate, and communicate. Instead of projects coming to established teams, teams are increasingly converging around projects. These "all-edge adhocracies" are highly collaborative and mostly temporary, their edge coming from the ability to form links both inside and outside an organization. These nimble groups come together around a specific task, recruiting personnel, assigning roles, and establishing objectives. When the work is done they disband their members and take their skills to the next project. Spinuzzi offers for the first time a comprehensive framework for understanding how these new groups function and thrive. His rigorous analysis tackles both the pros and cons of this evolving workflow and is based in case studies of real all-edge adhocracies at work. His provocative results will challenge our long-held assumptions about how we should be doing work.
Business networks. --- Knowledge economy. --- Business enterprises --- Business communication. --- Technological innovations. --- workplace, work, networks, rhetoric, rhetorical, writing, working, knowledge economy, communication network, coordination, collaboration, communicating, organization, recruitment, objectives, business, technology, technological, innovation, adhocracies, management, coworking, search engine optimization, hierarchy, integration.
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Institutions have regimes-policies that typically come from the top down and are meant to align the efforts of workers with the goals and mission of an institution. Institutions also have practices-day-to-day behaviors performed by individual workers attempting to interpret the institution's missives. Taken as a whole, these form a company's memory regime, and they have a significant effect on how employees analyze, mix, translate, sort, filter, and repurpose everyday information in order to meet the demands of their jobs, their customers, their colleagues, and themselves. In Rhetorical Memory, Stewart Whittemore demonstrates that strategies we use to manage information-techniques often acquired through trial and error, rarely studied, and generally invisible to us-are as important to our success as the end products of our work. First, he situates information management within the larger field of rhetoric, showing that both are tied to purpose, audience, and situation. He then dives into an engaging and tightly focused workplace study, presenting three cases from a team of technical communicators making use of organizational memory during their everyday work. By examining which techniques succeed and which fail, Whittemore illuminates the challenges faced by technical communicators. He concludes with a number of practical strategies to better organize information, that will help employees, managers, and anyone else suffering from information overload.
Communication of technical information --- Knowledge management --- Memory. --- Communication of technical information. --- Knowledge management. --- Software architecture. --- technical communication, information management, technology, institutions, regimes, power, practices, trial and error, rhetoric, rhetorical analysis, purpose, audience, situation, workplace study, organizational memory, communicators, employees, business, manager, united states of america, usa, american culture, knowledge, software, case studies, work, recall, recollection.
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