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Help Readers Get Through Your Proposal: Part Three
By Dan Safford


Have you ever noticed that when we write, our writing seems more stilted and formal than when we talk? Look at the following example:

Jorgenson is committed to provide a high level of service to the Agency commensurate with its wants and needs and desired level of risk. Enclosed is our proposal that demonstrates the extent to which we will apply this philosophy to meet or exceed the Agency’s documented requirements.

Take a quick look around your office; does anyone there talk like this? Do you know anyone who talks like this? Now ask yourself what you think when you encounter writing like this yourself. Most people find this highly formal style of writing very tedious to read. Or put another way—it’s boring! And the last thing you want to do is bore your readers. Remember that they don’t want to be reading this stack of proposals to begin with; don’t make it any more unpleasant than it is.

Use a “conversational” style. You want a receptive reader; a stiff, formal style makes readers tense. Writing in a relaxed, less formal style will put your readers at ease.

Use familiar language, small words instead of large words. Avoid passive voice. Write in short sentences.

Try to write more like you talk. This doesn’t mean you should drop your “g’s” (Don’t write, “The solution we’re offerin’ is based on sound engineerin’ principles.”) But it won’t hurt to use contractions—“we’ll” instead of “we will.” And you can even start some of your sentences with “and.” Don’t use slang, but you can use a more “colloquial” style. Note the first sentence in the third paragraph of the revised excerpt below.

Some people will balk at violating the “rules” of technical/ business writing. You can’t violate the rules of grammar and usage; but you can go outside the lines of what is accepted as “traditional” style. Remember, the point here is to make it as easy as possible for the reader to get through your proposal and get your essential message, not to conform to an artificial sense of appropriateness.

Using a conversational style may seem awkward at first. Start slowly, try some things out. Talk to your clients before you write the proposal to find out the kind of style they like; some people prefer the formal approach. And query your clients in proposal debriefings to learn how they liked it.

 

Original

Projects of the magnitude and potentially significant cost impact as the Jackson Falls effort invariably involve complex issues that must be resolved in order to reach a successful conclusion. Many of these issues are of a technical nature and will be addressed in the normal progress of the project phases, as outlined in the Project Approach sections of this proposal. Other issues are less technically-oriented and have more to do with concerns such as staffing the project with the appropriate people, ensuring that the proper permitting agencies and their associated personnel are contacted and their needs addressed, providing the client with the visibility into the project as it progresses, and making certain that when conflicts arise on the project, as they often do, the parties are sufficiently attuned to each others’ needs and desires that they can resolve these conflicts in a manner that poses minimal risk to the schedule or the established cost targets. (And on and on . . .)

Revised

Every project has issues that must be resolved in order to be completed successfully. The Jackson Falls project is no exception. The following table summarizes the issues as we understand them, based on our conversations with Cloud County Engineering Department staff.

Note that the primary concern as we see it is one of those “soft” issues—people-centered, not technical in nature—that often arise when different groups with varied agendas are involved. It’s easy to push these soft issues aside in favor of getting down to the technical work; engineers, after all, live for the details.

But we have found that we can ignore the soft issues for just so long; sooner or later, they will rise up and bite us. In fact, we have learned that the longer we ignore them, the more damage they do to project schedule and costs.

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