~Tips For Dailog Writing~

1. Before you begin writing a dialogue, you will have to do some planning. Think about the following things:
   
   Who will your audience be? If you can build your routine around things that happen to that group of people, your audience will enjoy your act even more. Talk about activities that your audience does. Try to mention the name of at least one outstanding member of the audience for a personal touch that will make you special to them.
   
   
   Choose a main idea on which to build the dialogue. Try to build it around the audience and the event or holiday.
   
   
   Put your best part last and your second best part first. Fill the middle with quick, fast-paced lines. The figure should have short punchy answers for quick laughs. The figure should get most of the funny lines. The audience wants to hear everything the figure says; so if you want an important point to be remembered, let the figure say it.
   
   
   Your figure could disagree with almost everything you do or say. The bigger the problem, the more the audience will become involved. The solution to the conflict should come to a surprise finish. Make a conflict between you and your partner that is fun to hear.
   
   
   Be aware of the character of your vent figure to make your routine believable. Communicating this to your audience will help them to empathize with your little partner. A ventriloquist has to be a good actor and be aware of two or more characters at the same time.
   
   
   Keep your lines "squeaky clean" so they can be rated G. The only person that should be humiliated or picked on should be you. Think of good, creative, clean jokes that will follow the theme and fit your character's personality. You can change old jokes to fit the situation.
   
   
   Always try to create your own ideas. Never copy another person. You can use a similar idea, but make yours different and better.
   
   
   Many ventriloquists like to end a dialogue with a song. Audiences love to hear figures sing. They don't expect the figure to have a beautiful voice; so if you can't sing well, it doesn't matter. Make the song follow the theme of the dialogue. You can even change the words of a familiar song to make a funny parody.
   
   
   It is extremely important to stay within the performance time given to you. Keep your routine fast paced. Don't let it drag! Try to end your act with your audience wanting more.
   
   
   Have fun and enjoy the compliments!
   
   

Communication Skills - Handouts

Terms Handouts:

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Aplication Writing Download HERE

Sample Resume   

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Repot Writing Download HERE

Dailog Writing Points Download HERE

Barriers Of Communication

Generally there are two types of barrier in communication;

1) Physical Barriers
2) Psychological Barriers

Psychological barrier is further divided in following forms:
1) Semantic
2) Cultural
3) Limited experience
4) Rumor
5) Blind imitation

These types are defined as;

PHYSICAL BARRIERS:
        It is a type of barrier in which the message doesn’t reach the destination. These barriers are literacy for printed material of messages, absence of electricity, Non-Availability of television or radio. Sometimes there’s a channel noise interfering with the fidelity of the physical transmission of an intended message.

PSYCHOLOGICAL BARRIERS:
         It is the type of the barrier in which the message does reach the destination but its meaning is misunderstood or misinterpreted. In one of these cases there are some psychological barriers between source and destination.

Further types are defined as;

Semantic:
         By semantic we mean the historical and psychological study and classification of changes in the significance of words or forms viewed as factors in linguistic development.

Cultural:
          The culture barrier plays a very vital role in marring the process of communication. In case a message, attitude or behavior is encoded in a peculiar medium of is highly possible to be misunderstood when decoded after it reach the destination, which doesn’t share the same medium of culture.

Limited Experience:
        Limited experience on the part of the source or the receiver results in the absences of providing desired effects and effective communication. This phenomenon is visible and is observed in the cultural gap between rural and urban people.

Rumor:
          Literally rumor means talk or opinion widely disseminated with no source or statement. Rumor has been described as a powerful barrier in a prospective process of communication.

Blind Imitation:
           Human beings are psychologically conditions by certain habits, prejudices and stereo type thinking which hinders the way of thinking. 
 

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Communication & its Process

Communication:
    “Communication is the process in which the message moves from source to the destination”

Process of Communication:
 Process of communication consists of following factors;
1) Source
2) Encoding
3) Message 
4) Channel
        Channel has further following types;
         1) Time consuming (Radio)
         2) Space covering (Printed martial)
         3) Combination of time consuming
              and space covering (TV & Internet)
5) Receiver
6) Decoding
7) Feedback

All these factors are defined as below;
Source:
 A person who speaks or writes is called source. It may be individual or group of people.

Encoding:
 The sender giving physical form to one’s idea is known as encoding.

Message:
 The encoded idea of the sender is called message. It transmits from source to destination.

Channel:
 It’s a medium which carries the message from the source to the receiver. There are three types of channels
                      Time consuming = Radio
                      Space covering = Printed Material
                      Both = TV & Internet

Receiver:
 The recipient of the message is called receiver.

Decoding:
 Decoding is the process of understanding the meaning of the message.

Feedback:
 The response of the receiver is called feedback. It completes the process of communication.

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Flow Of Communication!

There are three basic Internal communication flows within a development programme:

1) Downward

2) Upward 

3) Horizontal

Many administrators limit their communicating to the downward flow, which is probably the least important in the planning and implementation of a development programme.

Katz and Kahn (1966, Chapter 9) do a thorough analysis of communication flows in an organizational system. They describe downward communication as going along the authority pattern of hierarchical positions; horizontal communications as being among peers at the same organizational level; and upward communication ascending the hierarchical ladder.

Berelson and Steiner (1964, Chapter 9) made the following generalizations: communication down the organizational hierarchy is likely to be critical and to consist of authoritarian instructions; communication up the organizational hierarchy is often inaccurate; horizontal communication tends to be the most accurate, but is often restricted by the organizational structure.

Downward

Most organizational researchers have found that downward communication flows are more frequent than upward flows. Administrators originate a considerable amount of communication that they assume will " trickle down " through the system and eventually cause the intended beneficiaries of the development programme to change their current practices. But too often, certain basic questions are ignored: (a) is the message that is being communicated relevant; (b) is it being understood and acted upon by subordinates within the system; and (c), does it reach the intended beneficiaries ?

Peter Drucker (1966, Chapter 7) suggests that the biggest problem for administrators in making effective decisions is that they too often are talking when they should be listening-one of the major reasons why many development programmes fail.

Upward

During the planning of a development programme and the later monitoring of its progress the upward communication flow is vital. However, as Sagasti (1975, p. 13) points out:

"The single greatest problem in rural development has been the lack of active participation of the local people. In communications terms this means an overemphasis on transmission of information by project managers and staff to the rural people, rather than transmission of information from the rural people to each other and to project staff and development decision-makers."

Most researchers agree that the upward flow of communication in an organization is usually distorted. The nature of the hierarchical structure and. the related reward, system discourages subordinates from passing bad news to their bosses (Wilensky, 1967, p. 42). A superior receives reports that tell him primarily what his subordinates want him to hear (Downs, 1967, p. 118) and almost always contain positive information. Most management information systems are designed to control subordinates rather than to encourage relevant upward communication. What an administrator needs most is the accurate description of problems in programme implementation. Field workers have the information, but are afraid to communicate it to the administrators who desperately need it. A major overhaul in current administrative practices will be required before the upward communication flow can become a valid element in development programme implementation.

Horizontal

At the operational level of implementing a development programme, horizontal communication becomes extremely important, but faces many barriers because of the bureaucratic structure and rules and regulations in most government organizations. It is difficult to establish effective communication linkages between departments and even more so between ministries; between government departments and the private sector or non-governmental organizations it can become almost impossible.

The " gate-keeper" effect of the organizational structure causes massive problems for most administrators who are implementing development programmes. It results in delays of recruiting personnel, of budget approvals, of information on new technology from researchers. In a study of the organizations involved in helping rubber small-holders in south Thailand, James French (1977) commented that administrative obstacles frequently prevented coordination and cooperation between planners and field personnel, even though the need for a single administrative body which would examine and be responsible for all aspects of rubber development had repeatedly been pointed out.

Much of the horizontal communication that does go on at the operational level is informal in nature and bypasses the formal organizational system. But in using informal channels there are definite restrictions on achieving official action. Much more thought is required for facilitating " official" horizontal communication at all levels of the hierarchy in order to improve the implementation of development programmes.

While the identification of these three types of communication flows appears to be fairly elementary, not enough thought is given to properly using them by most administrators of development programmes.

More attention must be focused on improving the upward and horizontal communication flows. The use of the downward communication flow should be evaluated and where possible reduced. The downward communication flow should be closely linked and coordinated with the upward and horizontal communication flows.

References

KATZ, DANIEL & KAHN, ROBERT L. 1966 The social psychology of organizations. New York, John Wiley and Sons, Inc.