study

Module 6: Proposals

Last Project

Client Project

The final project asks you to write an unsolicited internal proposal. The internal proposal is a document written by you as a member of an organization to a superior in the same organization. In it you propose a solution to a problem you perceive in the workings of the organization. Because this is an internal communication, it should be written in the form of a memo; read carefully the model internal proposal in the Kolin text. Though dated, it is a very strong example.

Obviously, in order to complete this assignment, most class members will be engaging in some play acting; most writers will not actually submit their proposals to their superiors. Some members are writing about problems in past positions. But write the proposals in the present tense as if you are going to submit them and go ahead and submit them if you have the appropriate relationship with your superior. Explain that you did the work as an assignment in an English class but you thought that he/she might like to see your ideas anyway. You might impress someone and actually get something accomplished.

Goals: Students learn the conventional elements of proposals. Students learn the necessary project management and research for the production of effective reports. They learn to identify manageable problems or needs within organizations and articulate them as researchable questions; to plan and carry out a multi-stage research and writing project; and to research, analyze and present large amounts of information clearly and persuasively in professional quality reports.

Proposal

The proposal needs to be at least two full pages long (single space, only double entries between paragraphs) --written by you to a superior in a university, company, or community organization. You need to describe fully the topic you are going to write about.

Problems A "problem" needs not be a disastrous situation; any area of the organization that could be improved can be regarded as a problem area. But not just any problem will do. The problem must not be too large--so large that only the highest officers in the organization would be qualified to address it. Also, the problem cannot be too small--so small that a proposal of just a few lines would suffice. For example, if you want an organization to invest hundreds of thousands of dollars to upgrade its computer systems, then a two-page proposal will not do the trick. When you want to initiate major capital expenditures, you first ask superiors to study a problem before proposing anything. On the other hand, if a solution is obvious and inexpensive--like a new coffee maker to replace the old one that just quit--then a two-page proposal is overkill.

Causes of Problems Once you have identified a problem, consider as well the causes of the problem, since it is the causes that your solution should eliminate. For example, if dwindling attendance at chapter meetings is the problem, various causes could be to blame--morale, communication, conflicts with other events, and so on. The cause of the problem should determine the solution you propose. If you cannot remedy the causes of a problem, then you have no proposal to make.

Examples Possible problems and solutions are many; most do not involve large expenditures. Here are a couple of examples:

1. in order to eliminate confusion and hard feelings concerning holidays, personal days, and sick days at a company, an employee proposed that the company's policy be published and distributed to all employees;
2. in order to eliminate potentially dangerous situations in a mining company, an employee proposed that all employees be required to attain a basic level of literacy.

Most of the best proposals identify procedures that could be changed with little or no expense in order to make an organization run more efficiently.

Solutions All proposals must describe a specific, concrete, and tangible method of solving the problem you identify. If, for example, your organization suffers from poor morale, you must propose something more than the idea that employees need to exhibit a happier, perkier attitude. Instead, you must propose a program or policy or change of methods that will result in a better attitude. In addition, most proposals need to be at least minimally researched: the cost of products sometimes needs to be determined, for example, or certain statistics showing that your problem exists might need to be gathered and presented.

Here is a brief overview of the proposal.

1. Ideas/Development: The message of a proposal is neatly logical: a serious problem exists; it is caused by X; if we do P, the cause of the problem will be eliminated; it is feasible (realistic, possible) to do P. Let's do P.
2. Organization: The parts of your proposal are determined by the logic behind any proposal and by your specific subject. Not all proposals need all the following parts, and heads for these parts do not have to echo the wording here. But these are some of the most common parts in proposals:
   1. Introduction: refer to the context, establish good will, state your purpose, and give an overview of the memo. This section does not need a head. The memo in the Kolin text supplies a head for the introduction, but it's unnecessary.
   2. Description of the problem: establish in writing the exact nature of the problem you are writing about. Use multiple examples, statistics, and description. Your audience may know most of what you present in this section, but do a thorough job describing the problem because it's a good idea to get the facts down on paper. If nothing is done by your boss about the problem this time, at least you leave a paper trail showing that you recognized the problem and tried to clear it up. If your superior is not aware of the problem, this is the section in which to convince him/her that a problem exists and that it's significant. Show that the problem makes it hard for the organization to accomplish its mission.
   3. Causes of the problem: establish what is bringing the problem into existence. It is the cause of the problem that your proposal should eliminate. For example, if the problem is poor attendance at organizational meetings, then you might establish the cause of the problem as ineffective communication by showing that email doesn't reach enough people who might attend.
   4. Effects/Future of the problem: describe what will happen if the problem is not solved. Again, show how the problem threatens the organization's mission.
   5. Alternative/Possible solutions: if there is not just one obvious solution to the problem, then list and briefly discuss all the possible solutions and their benefits or lack of benefits, leaving the one you favor for last.
   6. Solution/Proposal: detail exactly how the solution you think is best will eliminate the causes of the problem. How and why will the problematical situation change when your proposal goes into effect? Make sure that your solution is concrete, tangible, and specific. Avoid proposing vague solutions like holding a meeting and just talking to employees. A meeting is fine, but it needs to be accompanied by a concrete document to be distributed to employees, for example. Draft a version of such a document and attach it to the proposal. If you are proposing that a document be created-a manual, checklist, statement of policies, list of instructions, etc.-then draft the document and attach it or (in the case of a long document like a manual) outline the contents.
   7. Feasibility: argue that the proposal really can be implemented. This argument might involve discussing a number of different topics:
      1. Cost/Budget
      2. Schedule
      3. Equipment
      4. Personnel
      5. Training
      6. Sources--stores, consultants, and salespeople, for example
   8. Conclusion: a proposal writer normally offers to talk further about the proposal with the audience, to answer questions, write any follow-ups necessary, etc. Also, the writer usually volunteers to do much or all of the work involved in the proposal. Just keep the conclusion brief and polite.
   9. References: List all pertinent papers or reports that you have consulted to prepare your plan. Include remarks or suggestions from your prospective supervisor, from graduate students, or from other people with whom you have talked. Follow the MLA format.
3. Format/Style: Your word choice and sentence structure ought to be determined by the kind of person you are writing to, the kind of relationship you have with that person, your subject matter, and the kind of organization in which you are involved. If you have a distant, professional relationship with your boss, the organization is fairly well buttoned up, and the subject is relatively important, then, of course, your tone needs to be formal, assertive, and serious. But not all professional relationships demand formal writing. Some class members will appropriately address their readers in a conversational style, using first-person, contractions, some slang, informal words, and so on. The example in the book, on the other hand, is definitely formal. Keep in mind that the purpose of a proposal is partly persuasive, so do not undermine your persuasive purpose by being inappropriately informal, casual, or flip. And no one should be incorrect.
4. Audience: Keep in mind that your audience, your superior, has the power to accept and implement your proposal or not. So you must try to sound logical, concerned, realistic, and committed. Your audience will do nothing about a problem he/she does not believe exists. He/she will not implement a plan that costs too much. He/she will not implement anything that might have outweighing disadvantages, and so on. Your proposal should relate to whatever it is that your audience values most--customer service, efficiency, professionalism, profit, etc. Explain how your proposal will enable the organization to achieve what the audience values.
5. Purpose: A proposal always has a two-fold purpose: to inform and persuade. The proposal must inform the audience of the existence of a problem but also persuade the audience that it is serious enough to do something about. Then the proposal must persuade the audience that a specific action should be taken that will lessen or eliminate the problem. Persuasiveness is achieved by including details, examples, statistics, and so on; by thoroughly completing all the necessary parts of the case for a proposal; and by connecting your proposal to the values of the audience.
6. Grammar: Include punctuation, spelling, conventions, and Standard English. Refer to the handbook.

(See a sample proposal from my previous class as follows. Note: Do not copy any part or follow it too closely!)

Valdosta State University