Writing a indirect and direct Memos

Direct vs. Indirect Communication Patterns

Working in a business or technical setting requires extensive communication between various people, groups, departments, etc. Before you ever start writing or developing a message to a particular audience, it’s important to determine where you will place the main idea. Placing the main idea at the beginning of the message is called the direct pattern. In the direct pattern, the main idea comes first followed by details, explanation, and/or evidence. Placing the main idea much later in the message (after the details, explanation, or evidence) is called the indirect pattern. The pattern you select is determined by how you expect the audience to react to the message.

Direct Pattern

In preparing to write any message, you need to anticipate the audience’s reaction to your ideas and frame your message accordingly. When you expect the reader to be pleased, mildly interested, or, at worst, neutral, use the direct pattern. That is, put your main point—the purpose of the message—in the first or second sentence.

Explanations, background, and details should follow the direct opening. What’s important is getting to the main idea quickly. The direct method, also called frontloading, has at least three advantages:

· Saves the reader’s time. Many of us only have a few moments to spend reading messages, and if they that take too long to get to the point, they may lose their readers along the way.

· Sets a proper frame of mind. Learning the purpose up front helps the reader put the subsequent details and explanations in perspective. Without a clear opening, the reader may be thinking, Why am I being told this?

· Prevents Frustration. Readers forced to struggle through excessive verbiage before reaching the main idea become frustrated. They resent the writer. Poorly organized messages crate a negative impression of the writer.

This frontloading technique works best with audiences who are likely to be receptive to or at least not likely to disagree with what you have to say. Typical business/technical messages that follow the direct pattern include routine requests and responses, orders and acknowledgements, non-sensitive memos, general e-mail messages, informational reports and informal oral presentations. All of these tasks have one element in common: none has a sensitive subject that will upset the reader or requires substantial persuasion.

Indirect Pattern

When you expect the audience to be uninterested, unwilling, displeased, unsure, or perhaps even hostile, the indirect pattern is more appropriate. In this pattern, you don’t reveal the main idea until after you have offered an explanation and evidence. This approach works well with three kinds of messages: (1) Bad news, (2) Ideas that require persuasion, and (3) Sensitive news, especially when being transmitted to superiors. The indirect patter has these benefits:

· Respects the feelings of the audience. Bad news is always painful, but the trauma can be lessened when the receiver is prepared for it.

· Allows the reader to draw his/her own conclusions. Blunt news is often received negatively. When the audience sees the news coming before it’s presented, it’s generally received more favorably.

· Encourages a fair hearing. Messages that may upset the reader are more likely to be read when the main idea is delayed. Beginning immediately with a piece of bad news or a persuasive request, for example, may cause the receiver to stop reading or listening.

· Minimizes a negative reaction. A reader’s overall reaction to a negative message is generally improved when explanation and evidence is given beforehand.

Typical messages that could be developed indirectly include letters and memos that refuse requests, deny claims, and deny credit. Persuasive requests, sales letters, sensitive messages, and some reports and oral presentations also benefit from the indirect strategy.

Examples:

Direct Opening: “This memo describes the benefits and procedures of a new paid time-off program to begin January 1.”

Indirect Opening: “For the past several years, we have had a continuing problem scheduling vacations, personal days, and sick time. Our Human Resources people struggle with unscheduled absences. This is especially true during popular vacation times like holidays and summer months. When a significant percentage of the workforce decides to take vacation at the same time, production within the company slows to a crawl.

We want the employees to take and enjoy the time off that they’ve earned; however, there needs to be a system in place to assure that everyone gets equal treatment when it comes to scheduling time off and that the overall productivity doesn’t decrease during popular vacation times.

After considerable investigation, the Management Council has decided to try a centralized paid time-off program January 1. This memo will describe its benefits and procedures. “