"I LOVE our organization's written policies," said no one.
Lewis Eisen

As we integrate new digital processes into our work-streams, we are forced to flesh out operational policies to deal with new challenges. Because these emerging problems and solutions are new to everyone, the rules you introduce are often viewed with suspicion. Even when they are required for bona fide technical, operational, or ethical reasons, people often resent them, suspecting that they are overkill based on fear and conservatism. That resentment shows up as complaints, resistance or outright non-compliance. To succeed, your rules need buy-in from everyone involved. The reality is that in most organizations rule writers want to sound strict rather than disrespectful; however, they often focus solely on the content and pay no attention to the tone of voice. Whether they call them "policies," "terms and conditions," or simply “guidelines," many of these documents read like angry parents scolding naughty children. Ultimately, the tension created by poorly drafted rules has a palpable impact on employee morale. This eye-opening session will make you rethink the way you word your written policies.

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