Running Head: Reframing Non-informational Matters

Reframing Non-informational Matters
Other than her immediate advisors or the cabinet members the governor should seek advice from a criminology expert, local administrators, prosecutors and law enforcement officers. Her task force should contain the following appointees; the head manager who will oversee all the activities of the task force is running smoothly and report to her. A Criminology specialist who will advise on crime reduction, prevention and stop. Government prosecutors, local administrators who will mobilize people and talk them out of crime during meeting and the law enforcement officers and the operational staff in general.
The language and metaphor she should use in her presentation to the individuals she would ask to serve on the task force should vary with the level of service and education but the message at the end of the day should be one. The top individuals in the task force should be spoken to in the horizontal communication. They should look and see the governor as their leader. They should work very hard to ensure that the plan becomes efficient and effective. The governor should however speak to the lower appointee in a polite manner and ask for their cooperation and support to curb crime in the community. This is because the lower force men are the ones that interact more often than not with the layman. One of the metaphors she would use is prevention is better than cure. Her request can be worded differently to each potential member but should bring out the same meaning to each of them so that during their next meeting they can all be signing the same song .with the same goals and objectives that is success.

The governor should announce her plan to the public in a simple and clear manner. She should be convincing and should also support her plan so as to win the public into believing it will work. Asking of questions to the public and requesting them to cooperate and help enhance the plan to succesed.She should fluently elaborate to the public the merits of the plan if it pulls through.
Her briefing to the media should be short and exact to the point. She should give the media a general over view of the plan and during the rest of the briefing process she should be busy asking the media rhetoric questions as well as using metaphor to defend herself and the plan again from their accusions.Examples she would use; Don’t you think that this plan if successful it kill two birds with one stone. Do you need a crime free Utopia or not? Do you think this plan will work out? Some of the tough questions she will get include; why didn’t you pick another way of getting fund? Who advised you on that strategy madam governor? How much expenditure shall your appointed team use during planning   and implement action of the plan. How will other nations react to your opinion of reducing criminal sentences and wouldn’t the criminal level increase due to this factor.
One of the barriers of communication according to  (Stan S.,David .K., John .K, 2003 p85)  is denial of information. For example the message may conflict with our personal beliefs or values. This factor may affect the law enforcement officer who beliefs that the criminal must be punished but the idea of preventing crime is new it might be ignored by some causing the plan not to work as supported to. Another barrier is lack of motivation or interest in communicating and interest in the message. The manager for example is supposed to be given a feedback of the progress of the plan from the lower workers. These messages are in a memo form. If the memos become very many the manager may lose the interest to read them that way communication barrier is created.
Non-credibility of the source. The police force in is known to be very corrupt in their day to day work. If the police bring information to other members of the force e.g. the criminology expert may not believe the message due to their lack of credibility. This barrier is created. Use of complex channels of communication is another barrier to effective communication among the workforce. Important information does not reach the lowly workers because the transmission process is slow.
These barriers can be overcome through the following techniques. In the case of lack of motivation. The manager would choice another form of communication like the fax machine which would give audio messages. This would motivate and interest him to know what the people are saying. In the case of non-credibility of the source the appointed law enforcement officers should strive and shun corruption and the group should also put down law to stop the vices. The lack of communication skill should be avoided by the individuals lacking the skills going through an academic training, formal education should also be given as well as streetwise language taught. A less complex communication channel should be created to allow for all members access information quickly.
The plan should first be written down on a piece of paper. It should then be drawn in a diagram to show how co-operation of and the personnel in implementing it. The plan should then be produced into hard copies and given to the operational staff.
Get one of the eloquent speakers with good communication skills.The elaborate the operational personnel showing them the job and how you wish the job to be done. Speak clearly on the part to be played by each operational staff. Elaborate on the means through which feedback is to be given to the manager as each person works to achieve the goals and objectives of the plan.
The general barriers to communication that will exist among task force members and level of policy makers, administrators, middle managers, down to the operational staff are: communication skill as they are of different educational level, complex communication channel leading to poor transmission of information. Poor organizational climate is another barrier that generally affects the member of levels bringing about gossip.
Kreps,G.Organizational Communication.2nd ed. New York: Longman, 1990.
Farace, R.,Monge,P.and Russell, H.Communicating and Organizing.New York;Random House, 1977.

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