Yes. Technical Communicators/ Writers do laugh too!

I’ve met some people who [sincerely] believe Technical Communicators/ Writers are dull practitioners. Here are some humor lines in technical writing/Communication to dispel such thinking. 

............................................................................................

General

1. Que:  What is the [recommended] way for technical communicators to sleep?        

 Ans: In a ‘layout’, well-embedded, between [clean] style sheets. 

2. It is easy to live with technical communicators. They have no ‘hard’ house rules. Just instructions, guide lines, and directions.

3. Que: How would technical communicators serve you food?

Ans: On a tem.plate

……………………………………………………..

Occupational 

1. Que:  What do you do for a living?            

Ans: [Technical Communicator]: It depends on the TOR

2. Technical communicators can become good dancers. The trick is for them to take it

 ‘One step at a time’.

3. Que: What questions do technical communicators naturally answer?

Ans: FAQ

4. Que: What did the technical communicator tell the optician?

 Ans:  Do you know I am the one who writes the specs for your specs?

5. The relationship between the programmer and the technical communicator is basically that: what the programmer codes, the technical communicator decodes.

6. Experienced technical communicators don’t just jump from one job (or project) to another. They always ensure that the transitions flow quite coherently.

7. Que: How may a technical communicator maintain eye contact with a distant collaborator?

Ans: By looking straight at an interface

8. Que: What did the technical communicator tell the surgeon?

Ans: I’ll only accept the surgery if you adhere to the Standard Operating Procedure.

9. Que: What ‘size-fit’ should suit all technical communicators?

Ans. XML

10. Que: How do technical communicators become rich?

Ans: By ensuring proposals, reports and manuals come with NOTES

…………………………………………………………………………….

Employer

1. Employer: How I do tell you’ll add value to my organization if I hire you?

Technical communicator: Feel free to carry out a usability study

2. Employer: What experience do you bring?

Technical communicator: Users’ Experience (UX)  

....................................................................................................................

Relational

1. To win the heart of a Technical communicator you may need to behave like a smart document. They may want someone who is: (1) factual, (2) reliable, (3) accessible, and (4) interactive 

2.  Que: How do technical communicators maintain good relationship?

Ans.  By ensuring they are always on the same page with those they care about.

3. Que: What would you say has kept you two technical communicators together in marriage for so long?

Happy TC couple: Not sure. Probably the good use of conjunctions!

Thank you. Hope a few made your day!

Government Structure of Kenya under Constitution 2010

It’s the Executive, Legislature and Judiciary. That is the answer readily given to the question - ‘What are the [three] arms of government?’ The concept has been entrenched in our thinking that we never interrogate it even when our Constitutions undergoes changes.

The answer also seems standard across many countries -as can be deduced from Google Search responses. The traditional concept is heavily revolves around laws. Their making, their enforcing, and their interpretation, but is governance just about law?

The current situation allows us to appreciate the separation of responsibilities among the branches of government differently. The concept seems to emphasise policy. We have policymaking, policy implementing; and additionally, mediation and moderation. The separation of responsibilities is shared out among the National Government as the policy makers, County Government as the policy implementer, and State Organs as the mediators and moderators.

Unlike commonly thought, the government structure of Kenya under Constitution 2010 is complex. Management books would call it Matrix Organizational Structures and everyone seems to fear drawing it because it elucidates realities that some actors would prefer was left undisclosed. The highly textual nature of our laws does disservice to many of its users since most remain reeling in confusion not knowing exactly what lies where.

Some departments are wrongfully performing others’ functions based on the understanding of the old order. In the earlier days there was a tough tussle between the ministry of lands and the national land commission as to who was to do what. Furthermore, there are still numerous instances of duplication of projects by national government and county government.

The remedy for this is in producing a pictorial or a chart to complement the information. Perhaps in recognition that visuals are at times indispensable in removing indistinctness; in the second schedule, the constitution presents designs of the National flag, Coat of Arms and Public Seal to eliminate any fuzziness.

However, there will always be need for more illustrations (as one below) in the document (either in the body or in the schedules) to enhance clarity despite the standard drafting practice trusting otherwise. In this endeavour, the chart of Kenya’s government structures below seeks to illustrate, summarise and explain separation and sharing of authority and responsibilities among all organs of government.

The chart has two main benefits.  (1) It removes misconceptions and (2) It uncovers inconsistencies or contradictions in the document. The adage that an illustration saves many words is again proven here. This can also help inform on appraising merits of the matrix structure as opposed to hierarchical one. And, borrowing from Management discipline, appreciate that some of problems are inherent in the structure such as increased organisational complexity, members playing bosses against one another, increased overhead costs, and requirement for high degree of cooperation among functions.

The merits of the structure is that it allows rapid infusions of technological know-how and efficient processing of very large amounts of information and respond quickly to interdisciplinary needs. Further it provides opportunities for integrating collective goals and objectives, developing team spirit and high morale, opportunities to train personnel to become leaders, and remarkably allowing clear articulation of purpose.

The chart of Kenya’s government above removes two common misconceptions

1. The three main arms (branches) of government are Executive, Legislature and Judiciary. Whereas, these arms exist and play fundamental roles, they are not the hubs of responsibility as captured in architecture of the 2010document. It openly distributes responsibility between national and county governments. However, it creates an ambiguity in Article 186 (3) when it additionally states:  A function or power not assigned by this Constitution or national legislation to a county is a function or power of the national government.

The statement disremembers (or sidelines) the reality of existence of the intergovernmental state organs. Some people misuse this slip to assign the national government extra responsibilities with the justification that -since it’s not a county function, it’s thus a national government’s responsibility.

 2. The Presidency and National Parliament belongs in the national government. Most of the confusion comes about because they are located in Nairobi and general assumption is that public agencies headquartered in the capital city fall under the national government. The President is split into being (as provided by article 131 (1 a)) the Head of State [an intergovernmental office] and [head of national] Government.

In fact, in actual practice, it’s the being head of State, which falls under the intergovernmental state organs, that gives the president clout over the county governors. The governors rightfully know this, and persistently make references to Kenya’s 48 governments. The thinking that the government (national) that the president heads is superior or is on a higher level is a misconstruction.

This misreading is demonstrated in the attempts to subordinate the county governments through establishing a ministry of devolution in the national government to coordinate relationship between the two governments.

Hopefully, this chart will be accepted and adopted country-wide to foster civic awareness and education at all levels.

Edwin Libasya Musonye

Technical Communications

What’s in winning an election?

Political competition can be highly emotive. People die, others are mimed; property and businesses are destroyed in the hyped spirit of finding political heroes. But, is winning an election a clear achievement? Those in the contest - when they win - rejoice overwhelmingly claiming that the electorate has confirmed their suitability. And those that lose suffer a sense of devastated humiliation, rejection and exaggerated unworthiness.

Whereas, these feeling are natural and hard to brush off from those who participated in the contest, they may be grossly unjustified. This is because there’re many dynamics that play a role in determining who won and who lost. This is - even without   going into the possibility of manipulations, fouling of the integrity of the processes and systems; or other malpractice or mischief that may have occurred.

It’s unfortunate that only few countries make follow-ups on what informs an electoral victory. And such countries can be identified by the low emotions they place on results. There is the knowing that the results can provide much more information and insights than merely isolating ‘winners’ from ‘losers’.

Of course attaining such appreciation comes with higher civilisation of a society. It works when leaders understand their purpose is to serve and therefore it’s not about them but rather the voters. Consequently, investment in data collection and analysis into people’s choices is not spared. Political analysis is deeper with aims of unearthing new concerns affecting people.

The campaign trail isn’t just about those seeking office telling voters what they’ll do, but also the opportunity for them to listen to what they want. And most importantly knowing leadership is exercised in everyday civic responsibilities and not just in elected positions.

Whereas different societies and countries have unique critical determinants that strongly influence their choice patterns in Kenya three parameters that encompass the person, connections and success; stand out as predominant impacts. These parameters are drawn from historical elections’ outcomes and reinforced by opinion pollsters and media story-framings.

However, the voters are still analytical and they break down these factors further as they evaluate each new entrant in the game. They end up weighing the candidates against 14 sub factors as depicted below.

But going with empirical evidence obtained in the results, it turns out the ultimate decision is simplified and summarised to be either ‘kazi ianze’ or ‘kazi iendelee’. This means that they may seek freshness or prefer continuity. The problem is that the freshness may not even be the person but rather the party ticket, the marketing style, or other unforeseen phenomenon.

To obtain clearer reasons, such models are given mathematical quantifications (impact analysis). Using statistical methods (path coefficients), and drawing from historical results, information on campaign strategies and responses from exit polls, new knowledge can created that improves the game of politics and governance in the country.

The greatest benefit for a contestant to seek this analysis is in understanding their win or loss. Unfortunately, not many care to scientifically review their results. Therefore, those who win at times fail to successfully defend their seats because they only assume the reasons they were elected and the same befall those who lost when they try another time.