writing Memo

C a s e T e a c h i n g R e s o u r c e s F R O M T H E E V A N S S C H O O L O F P U B L I C A F F A I R S

Th e El e ct ro n i c

H a l l wa y ® Box 353060 · U n i v e r s i t y o f W a s h i n g t o n · S e a t t l e W A 98195-3060 www.hallway.org

________________________________________________________________________________________________ This teaching resource was prepared by Joseph S. Nye, Don K. Price Professor of Public Policy, Harvard University.

The Electronic Hallway is administered by the University of Washington's Daniel J. Evans School of Public Affairs. This material may not be altered or copied without written permission from The Electronic Hallway. For permission, email [email protected], or phone (206) 616-8777. Electronic Hallway members are granted copy permission for educational purposes per the Member’s Agreement (www.hallway.org).

Copyright 2003 The Electronic Hallway

BRIEF GUIDELINES FOR WRITING ACTION MEMOS

1. Incentive :

Let your boss know why he should be concerned with this issue at this time. Why is this on his desk now? Why can’t it wait?

2. Assumptions :

Specify broad assumptions that frame the memo. Why are some things in or out? “Assuming our current policy…” “Assuming Congress would not…”

3. Options :

Present a clear choice of options. Make sure all major options are considered, but avoid the clutter of irrelevant options. (Justify why some are not elaborated.) Identify sub-options, so that decision-maker can quickly observe how they differ. Some simplification is essential, but it needs justification beyond sandwiching a preferred option between formal alternatives. Beware of bureaucratic tendencies to trade away options in advance and present lowest common denominators.

4. Context :

How does this issue relate to other issues currently under consideration? Would the options look different if the context were presented differently?

5. Fallbacks :

Remember Murphy’s Law, and prepare your boss for the worst. Identify the costs if a preferred option fails. What are the fallbacks? Will the wrong sequence of actions close off some fallbacks? Beware of letting the best (your preferred option) destroy the good (a less desirable but more attainable option).

6. Probabilities :

Describe the probabilities that the costs and benefits of various options will be realized. How sensitive are they to changes in various assumptions? If some larger framework changes, would the probabilities (and weighting of the issues) change significantly?

7. Time Horizon :

Action memos must focus on the specific issue at hand, but action-forcing events often provide opportunities to direct attention to longer-term issues. A good memo writer can often put the immediate issue into a longer-term framework.

8. Brevity :

Be brief. Your memo is one of many on a crowded desk. Avoid telling your boss what she already knows. Avoid overly elaborate analysis and temptations to show off technical skills. (Use appendices, if necessary.)

9. Bias :

You often cannot avoid having a personal or bureau point of view, but you can avoid slanting the assumptions or options. Your expression of your preferences will be more credible if you openly acknowledge them, and if you fully and adequately present alternative views.

10. Leaks :

Memos often receive wider distribution than their authors intend. While frankness is important, authors should, in choosing their words, imagine how they might appear in print.