LEGO models of every shape and size were spread on tables. The models were created by kids and geeky adults, on topics from fantasy, to trains, to animals, to space. Front and center, near the entrance, the NASA Aeronautics directorate set up a display with a large banner, some astronaut paraphernalia (e.g., gloves), and an assembly of LEGO models created by enthusiasts.

A steady stream of kids poured by the NASA booth. The LEGO event had 941 participants showing their models, and 16,500+ paying attendees.

Origins of the partnership

According to fair organizer Todd Webb, in 2009, NASA suggested some involvement in the show, but “NASA involvement was small and most wondered ‘what is that guy doing sitting there?'” Webb realized that to make it work, they had to kick it up a notch.

From NASA’s point of view, summer 2011 was good timing. The Space Shuttle Atlantis recently landed, and the Juno mission would launch during the LEGO event. NASA looks for opportunities to promote science, technology, engineering and mathematics. It’s a priority for both President Obama and NASA Administrator Charles Bolden. According to Tony Springer, the head of communications and education for NASA’s Aeronautics directorate, it was also logistically easy: NASA Headquarters was a short drive away, so “it made sense for us to participate.” Springer’s department is interested in reaching both adult attendees, and youth.

Webb says, “I suggested NASA would make a cool ‘theme’ one year, then we’d have a special logo, t-shirts, a trophy, etc.” At the time, 2010’s theme was planned, so they agreed to do it in 2011. Webb has themes for the LEGO fair each year. Past themes have been “food and drink,” and “music.” He says, “Normally I wouldn’t be quick to accept a ‘corporate’ type of entity as our theme.  That’s not very fun.  But NASA isn’t too corporate.  And it’s generic enough — spacey — that we could encourage people to participate, build models for the theme.”

The NASA booth was much more professional looking in 2011, said Webb, and they had “even more cool stuff… and made a nice presentation.” NASA was responsible for their display, and brought their own table clothes, display cases, and props.

For Webb, the motivation was the “neato-factor,” and also providing appealing mood for his events. He said the NASA presence did not boost attendance. For LEGO enthusiasts, “LEGO is all the attraction needed, and is all we feed off of.”

Audiences & impact

According to Springer, NASA looks for events that are “STEM-appropriate.” Anything from an education convention to an air show. In general, it’s a nerdy crowd at a LEGO event. Springer says, “Many of those attending BrickFair events are already predisposed to STEM disciplines: “self-interested,” according to the term of art. We are trying to amplify that interest. Since they are so attentive to design and construction, devoted LEGO builders seem to have an innate STEM interest. We hope that one day they may make the decision to transition that personal fascination into a STEM-related career, which we think would be a very positive thing.”

Springer is looking for “quality and not necessarily quantity. That translates during a given event into solid interactions with attendees; substantive conversations with educators and students that we then follow up with actions like emails, phone calls, and further exchange of educational materials. Leveraging strong initial contact with subsequent, sustained relationships (online or in person) is how we define success.”

Implementation details

To make it work, NASA had to do some leg work and provide some swag. At LEGO events, the majority of participants are fiercely independent in their interests. Webb says annual theme tends to draw just a few builders. Adult LEGO fans “don’t like to be told what to build, and most just build what’s in their genes.  So I bribed them with big prizes (an autographed book donated by NASA and a large LEGO set).  The turnout of NASA MOCs was pretty good I think.”

In terms of promotion, there were a few ground rules. Administratively, NASA created a Space Act Agreement with the Festival. Due to NASA’s strict regulations on external use of its logo or those of any its research partners (e.g., Boeing), Webb’s event was required do something special for its NASA-themed Event Kit. While the kit itself could not include the NASA logo on its label, instructions or any photographs, Webb was able to include a special tile with the NASA logo and a plain white 2×2 LEGO tile as choices for “the very last piece to be assembled.” The instructions stated: “So now you have 2 tiles left.  We leave it to you to decide which to add to your model.”

Reaching other audiences? 

The LEGO event was a great fit, but can they push the envelope? Springer says NASA Aeronautics has no current plans for more daring events, like Comic-Con. That’s a shame, since there’s a huge overlap between science and science-fiction geeks (see post by  Whitney Clavin of NASA’s Jet Propulsion Lab  from the 2010 Comic-Con.)

Meanwhile, the folks at Goddard are exploring collaborations that cross over into the arts. NASA and Tor/Forge recently announced a new publishing collaboration to meld the sensibilities of strong science fiction with equally strong space science. It will team up Tor/Forge authors with scientists from the Goddard Space Flight Center. Tom Doherty, publisher of Tor Books, said in a statement, “When I was a boy, books by Isaac Asimov, Robert Heinlein and their colleagues excited me, inspiring a lifelong fascination with space and the science and technology that would get us there.”

Do it yourself

To do community outreach in the sciences or humanities, take a fresh look at local/regional events. Who can you partner with?

Before the Internet, the gatekeepers of public information (journalists, editors and producers) considered the needs of audiences for you. These gatekeepers would filter a fire-hose of information in press releases and technical publications to deliver a digested slivers of information via television news, tv, print, and trade press. Other kinds of technical information was discussed at conferences, at meetings, in journals or in private. (See my post about “Fall of the gatekeepers“) 

Who’s your audience?

A target audience can be defined by specific occupations (as in the diagram below), or can be stratified by age, educational levels, demographics, interests, roles/relationships, etc. Many people fall into multiple audience categories. The craft of social media lies in selecting and creating content for your audience. (See our post about the value of curating information on Twitter)

If you have multiple audiences, consider making more than one blog, or Twitter/Facebook account. Different kinds of information, earmarked for different target audiences, should be sent via the right channel:

For an example of this in practice, see the National Science Foundation’s Twitter accounts. NSF has a number of Twitter accounts (see list). The main account “@NSF” (107k followers) is administered by Dr. Paul Filmer, who writes some of the posts and chooses RSS feeds to automatically include. Other posts are written by 5-10 public affairs staff. The @NSF feed has a diverse audience, including the general public, students, and professionals.

The specialized accounts, e.g., @NSF_BIO, focus on program announcements and meetings. The kind of stuff Filmer says, “nobody but an academic would really be interested in.”

Filmer uses a mixture of manually-created posts, and automated posts, which creates it’s own challenges. Today the @NSF feed included a Tweet about a cool robotic fish (of interest to kids, the public, and robot enthusiasts) as well as a highly specialized Tweet: “Event: MPS Advisory Committee Meeting (MPSAC): Apr 7 2011 8:30AM toApr 8 2011 2:00PMRoom 1235Advisory Com…” an event which will have a total attendance of 30-40 committee members and NSF staffers — less than 0.02% of @NSF’s followers.

That’s the kind of Tweet Filmer tries to avoid. The event tweet originated from an RSS feed of events, and the number of event-related tweets recently spiked, drowning out the main feed. Filmer says he’ll have to kill the events RSS posts to keep the main @NSF feed interesting to a broad audience.

The term “strategic communications” has become popular over the last two decades. It means infusing communications efforts with an agenda and a master plan. Typically, that master plan involves promoting the brand of an organization, urging people to do specific actions, or advocating particular legislation.

It can refer to both a process, and to a specific job title.

Why strategic communications?

The field of ‘communications’ is broad, encompassing professionals who create news or want to push information to the public (public relations, public information, marketing), people who deliver news and media to the public (journalists, audio and video producers, public speakers, educators), and people who study the interplay of media and society (researchers).

Strategic communications fuses the “pushing” and the “delivering.” According to Shayna Englin, who teaches public relations and corporate communications at Georgetown, “being strategic means communicating the best message, through the right channels, measured against well-considered organizational and communications-specific goals. It’s the difference between doing communications stuff, and doing the right communications stuff.”

Several factors spawned the field:

• New methods of outreach — There are now many more avenues available to reach the public than the now-crumbling empires of advertiser-sponsored newspapers, magazines, and television. For example, a scientific or arts organization might simultaneously pitch stories to journalists, write a blog for the public, and post to Facebook and Twitter.
• Consistency & coordination — There is a greater need for consistency between departments, since the public can easily Google anything online. More coordination is also needed, as the same communication channels (e.g., Facebook) are useful for education, marketing, education, advocacy, fundraising, etc, and organizations need to strike a balance between getting out important messages and also attracting readers.
• More professionalism — Also, there is a problem of amateurs running amok. Just as desktop publishing allowed anyone with a PC to make a newsletter or magazine; the Internet de-professionalized communications. The first generation of web sites in the 1990’s were created by tech departments and kids (not communications professionals), and the first generation of Tweets and blog posts were typically made by young staffers. (‘Let’s have the intern start our Facebook page!’)

Against this ever expanding variety of media, and low barriers to entry, it was easy to waste resources or embarrass an organization. Unstrategic communication became more common. Sure you got a lot of hits, impressions or followers, but so what? Executive management wanted their communications to accomplish more concrete goals.

According to Tom Kelleher, chair of the School of Communications at the University of Hawaii, the opposite of strategic communications is “seat of the pants” communications. He says that cranking out press releases and seeking media coverage can feel productive, but without a master plan, there’s a risk of misallocating effort. This is particularly a problem for junior staff or people who come from an advertising background, because they can be too focused on media impressions (e.g., how many people listened to our advertisement on the radio) instead of concrete outcomes (e.g., how many people got flu shots, or how many people learned about the melting arctic).

Depending on the nature of an organization, strategic communications can range from marketing to policy. According to Emily Tynes, Director of Communications for ACLU, and coauthor of a guidebook for nonprofits, “In the world of nonprofits, strategic communications is an orchestrated use of channels of communication to move and influence public policy or to promote an agenda. By comparison, strategic communications planning in corporations is mainly geared towards the promotion of products.”

Karen Green, manager of communication and outreach at the Renaissance Computing Institute at UNC, says it’s about having a plan, not “simply reacting and responding.” For her, it’s about “framing a discussion on topics and issues that are important to my organization in a way that gets the organization’s name out there. This in turn builds the organization’s reputation and street credibility.” As an example, with the recent explosions at the nuclear reactors in Japan, since her organization is involved in high-end computing, she promoted her organization’s director to journalists as an expert on computer modeling of the inner workings of nuclear reactors.

The importance of branding is echoed by Rena Pederson, the communications director for the National Math and Science Initiative. She says, strategic communications “includes tactical steps like branding so that the public image is a good one, positioning yourself in all materials and media outreach to maximize your impact, all with an eye to where you want to be not just this month, but next year and five years from now.”

Other definitions

Warren Mason a professor of business and communication studies at Plymouth State University in New Hampshire, says that in his course, strategic communication is about dealing with “issues that might jeopardize an organization’s very survival” and nothing to do with marketing.

To Mason, it’s about ‘Issues Management/Planning’ and is an effort to anticipate problems and crises before they occur. Mason says, “For example, with an internal audience, such as employees, this planning could include planning for a potential layoff by management or a strike by employees.  As to external threats, this could be anything from a fire or explosion at a place of employment, to an oil spill improperly handled by a large oil company, or workplace violence anytime, anywhere.” These issues can be internally or externally driven, and call for planning, meticulous planning, and diplomatic followup. “Proper media relations, both during and after these scenarios, will drive perceptions in the court of public opinion and greatly impact the organization’s image and reputation.”

Speaking of diplomacy, in diplomatic/military contexts, strategic communication is a process for delivering a unified message through public diplomatic channels, public affairs (government spokespeople) and information/psychological operations.

A profitable adjective

According to Simply Hired, the average U.S. salary for a ‘communications director’ is $65,000. But for a ‘strategic communications director,’ it jumps 17%, to $76,000. (Includes all sectors, not just nonprofits; salaries are higher in major metropolitan areas.)

An increasingly common phrase

On idealist.org, a leading web site for posting job listings in the nonprofit sector, there are currently 72 full time job listings that contain the phrase “strategic communication,” and more generally, 1208 full time job listings that include both the words “strategic” and “communication.”

The phrase “strategic communications” became more commonly used in the 1990s. The following graph shows how often the phrase appears among all the books in a given year scanned by Google’s books project:

For another view, this is a timeline of the number of occurrences of “strategic communication(s)” in web pages indexed by Google. In this frequency graph, use of the phrase takes off more in 2001. Google’s algorithm looks at the dates in context. For example, the sentence in a 2005 press release, “Founded in 1908, the Missouri School of Journalism has set the standards for journalism and strategic communication training for almost a century” appears on the graph for 1908:

In a later post, we’ll look further at the process of strategic communications, how some of the activities can be adopted for promoting science or culture agendas, and possible pitfalls.

Permitting respectful disagreement heads off larger conflicts.

Problem

An open exchange of ideas is crucial to organizational growth and development. However, disagreements between individuals can lead to interpersonal conflicts that can create an unpleasant environment and reduce an organization’s effectiveness.

Solution

Create a team culture that embraces differences and gives members permission to disagree.

Discussion

Although many people are uncomfortable with conflict, disagreements are inevitable—and beneficial—within a diverse, freethinking culture. While conflict is a certainty, the reaction to such disagreements varies based on the associated personalities, situation, and team culture.

People may choose to react to conflict in one of five different ways:

• Avoidance: The conflict is ignored or not addressed directly by one or more of the parties.

• Accommodation: One person simply gives in to the other to keep the peace.

• Competition: One or more of the parties engages in unrelenting “warfare” until they achieve their goal at the expense of the other party.

• Compromise: A solution is reached where each side gives a little and neither side is completely satisfied with the outcome.

• Collaboration: Following an active discussion, those involved craft a mutually agreeable solution to the problem that satisfies both parties.

Noted communications expert Ivor Heyman observes that in the United States, people tend to react to conflict along the extremes of avoidance or warfare, rather than compromise or collaboration. Cultural attitudes contribute to a fear of conflict and a preference for harmony. However, conflict is the inevitable result of self-expression and critical thinking, and is an essential component of growth and positive change.

How can a manager reap the benefits of creative disagreements while circumventing damaging personal conflicts?

Embrace Differences

As a manager, create a team culture that embraces differences of opinion, personalities, and working styles. Create an open and accepting atmosphere for discussion, giving team members permission to disagree. When discussions become heated, resist the temptation to jump in to resolve constructive or creative conflicts; instead, allow the parties to express themselves fully and come to their own resolution. Diversity will only strengthen your project.

Create a Written Policy to Address Grievances

Have a written policy in place to provide an avenue for dispute resolution in the event that conflicts escalate to the point where team relationships deteriorate and the project is impeded. A policy may include the following steps:

• Bring conflicting parties together to discuss the problem one-on-one.

• Enlist the help of a supervisor to mediate the discussion.

• Request that the parties submit their perspectives in writing.

• Call upon senior management to arbitrate the situation.

• Bring in an outside conflict resolution team to help the parties work through the dispute.

Create an Atmosphere for Conflict Resolution

Ivor Heyman explains that the manager’s role is not to extinguish a conflict, but to create a “safe container” in which the conflict can be released without risk of external contamination or repercussions. Just as with a hazardous substance, the sturdiness of the container will vary with the danger associated with the conflict’s release. A minor conflict may be addressed informally, while a substantive conflict may require a more structured environment in order to gain resolution. To create an appropriate environment:

• Approach the parties to schedule a time to discuss the issue in neutral territory (e.g. a coffeehouse or restaurant).

• Set ground rules in advance of the meeting, anticipating any problems or annoyances that may arise to detract from the discussion (e.g. no interrupting; cell phones must be turned off, and so forth.)

• During the meeting, have the parties address specific incidents, rather than general accusations. For example, “You treat me disrespectfully” is a general statement that provokes rancor. On the other hand, “At last week’s meeting, when I brought up a suggestion for the project and you made a joke at my expense and did not add the suggestion to the list,” provides a specific incident to which the other party can respond directly.

Similarly, have the parties discuss their emotions around the incident in question. The statement, “When you made that joke, I felt hurt and devalued that you did not take my idea seriously,” allows the other person to more clearly understand the impact of his or her actions. Finally, have the parties brainstorm specific solutions for future interactions. For example, “Next time, when you ask for team input, please acknowledge my suggestions in an appropriate manner.”

Manage Conflicts Effectively

Conflicts can escalate quickly. Effectively managing conflicts can prevent them from exploding.

• Acknowledge Grievances: As a manager, you have a responsibility to take the feelings of your team members seriously. When approached regarding a conflict, engage in “deep listening” to ensure that both parties are heard. As defined by Ivor Heyman, deep listening involves examining the judgments made by each side; exploring the underlying emotions; and revisiting the basic assumptions of those involved.

• Remain Neutral: To serve as an effective mediator, you must approach the situation without preconceived notions or bias. To do otherwise will escalate the conflict and threaten your credibility as a leader.

• Encourage Resolution: Because conflicting parties are more likely to repair their relationship if they have ownership in the resolution of their conflict, avoid imposing your own solution.

Conflict in Non-Profit Organizations

The very nature of non-profit organizations contributes to interpersonal conflicts. While traditional corporations are driven by financial incentives, non-profits exist for the purpose of fulfilling a specific cause or objective. Non-profit employees typically work for a lower salary and have fewer avenues for professional advancement than their for-profit counterparts. As a result, non-profit staff members seek non-financial means of validation, such as job titles, professional activities and project leadership experience. As a non-profit project manager, make a special effort to validate and praise the contributions of all team members and encourage collaborative discussion and problem solving.

References:

• Billikopf, Gregorio. “Conflict Management Skills” in Labor Management in Agriculture: Cultivating Personnel Productivity. (2003)
• McNamara, Carter. Basics of Conflict Management. (1999)
• Pilgrim, Susan. Conflict—An Essential Ingredient for Growth.

Elisa Warner develops research and training programs for non-profit and educational organizations. She is the former editor-in-chief of The Educational Facility Planner.