Trump-Style Direct Quotations in Speech
John McWhorter’s analysis of President Trump’s use of direct quotations illustrates a tool students can use.
The associate professor of linguistics at Columbia University distinguishes between direct and indirect quotations (also note he doesn’t use the informal quote as a stand-in for quotation). McWhorter writes about recent speeches, “It’s like Trump is performing a little skit, acting out the conversation rather than just telling you the outcome.”
Students might consider this style for their own presentations and interviews. Could they be more vivid with direct instead of indirect quotations? Here are a few examples:
During an interview:
After the meeting, my manager said she would use my deck as an example for future interns. (indirect)
After the meeting, my manager asked to speak with me. She said, “If it’s OK with you, I’d like to use your deck as an example for future interns,” and I said, “Sure!” (direct)
As evidence in writing or a presentation:
Yoga Central said 16.2% of their users enter their email on the popup form. (indirect)
In response to my email, Yoga Central replied, “16.2% of users enter their email on our popup form.” (direct)
Asking a manager for help about a customer situation:
She said she wouldn’t come again because of the return policy. (indirect)
She said, “The two-week return policy is ridiculous! I’m never coming back here.” (direct)
In these examples, the quotations aren’t merely performative. The first example helps a recruiter picture the situation, hear the applicant’s excitement, and makes the claim more believable. The second lends credibility to the evidence, and the third provides a manager with more detail and the customer’s intensity. Often, direct quotations can illustrate tone, which might affect the audience’s interpretation and conclusions.
Direct quotations should serve a specific purpose and not be overused because they could be considered too colloquial or informal for business audiences. But they’re a valuable addition to our students’ communication toolkit.
Walmart Tries to Engage About Olympian Wolfdog
Watching a wolfdog run with the Olympic skiers is great fun, and Walmart got into the action by commenting on Instagram, but the replies were not favorable.
The Walmart account manager tried to engage, which is what we teach students in marketing communications and as examples of positive messages. The comment—”I love an underdog story”—is funny enough, but the responses point to larger issues, particularly about wages.
Students might discuss the risk Walmart took and whether it was worth it. The situation has nothing to do with Walmart, which makes it both low stakes and potentially irrelevant. The company inserted itself into a cultural moment—a time for people to rally around.
But users might perceive all company comments, particularly those unrelated to the core business, as marketing opportunities. Also, the post starts with “I,” an attempt to personalize (anthropomorphize?) the brand. Sure, the poster is a human (we think), but the company name and logo overshadow the comment. The joke doesn’t feel authentic because it’s not. Students also might consider the challenge of creating “one, authentic brand voice” for a company of Walmart’s heft.
On another note, sadly, some commenters wondered whether the video was AI. It’s hard to know these days.
Tom Pritzker Resigns After Epstein Discovery
The list of executives resigning or losing positions after more Jeffrey Epstein files become public is growing. Students can read emails related to the latest: Tom Pritzer, Hyatt’s executive chairman.
Pritzer’s resignation letter to the board includes the following:
My job and responsibility is to provide good stewardship. That is important to me. Good stewardship includes ensuring a proper transition at Hyatt. Following discussions with my fellow Board members, I have decided, after serving as Executive Chairman since 2004, and with the company in a strong position, that now is the right time for me to retire from Hyatt.
Good stewardship also means protecting Hyatt, particularly in the context of my association with Jeffrey Epstein and Ghislaine Maxwell which I deeply regret.
I exercised terrible judgment in maintaining contact with them, and there is no excuse for failing to distance myself sooner.
I condemn the actions and the harm caused by Epstein and Maxwell, and I feel deep sorrow for the pain they inflicted on their victims.
The first line is performative and was omitted from most news reports. As an issue of integrity, good stewardship requires good behavior while serving in a role, not just when resigning.
Students might read the first and second lines as a push from the board rather than a true resignation. Either way, it explains what students often wonder about executive resignations for personal improprieties: they affect the company. At the same time, Pritzker’s were related to Hyatt business, with emails showing him facilitating travel and arranging an interview for “the girl from Romania.”
The second bullet illustrates classic crisis communication strategies of distancing and downplaying, as though “contact” were his only crime. We see a similar theme in all statements related to Epstein—little true accountability.
The third bullet reflects a false show of sympathy few would believe after reading emails like these, which were sent ten years after Epstein plead guilty for sex crimes in Florida and as accusations piled up throughout the next decade.
Students might discuss the best approach for these leaders. Another strategy is Lee Wexler’s. The billionaire and former CEO of Victoria's Secret said he “was duped by a world-class con man,” a tough claim to support.
Maybe this is one of those rare times when it’s better to say nothing at all.
The New York Times is tracking resignations and other fallout from the Epstein files.
Compensating for “Emotional Offloading”
Business communication instructors can help students develop social and interpersonal skills to offset their increasing dependence on AI.
In a New York Times op-ed, Clay Shirk, vice provost for AI and technology in education at New York University, describes using AI for emotional offloading: “to reduce the energy required to navigate human interaction.” With students relying more on AI to avoid embarrassment, they may miss out on critical learning for social situations. A new study titled, “Sycophantic AI Decreases Prosocial Intentions and Promotes Dependence, highlights AI’s role” (here’s looking at you, ChatGPT 4.0).
Students might know how important employers consider interpersonal and social skills. Studying job postings will give them an idea; then, class activities and assignments can emphasize making mistakes in a safer environment than during an interview or on a job. We learn by trial-and-error—not by asking AI what we should do in awkward situations.
For years, we have challenged students with impromptu speaking, role plays (including fishbowls), video recording, Q&A, reflections, and assignments with real clients. Bad-news, intercultural, and conflictual situations also develop students’ skills in social situations. Here are a few more specific ideas, which also apply to other courses:
Interrupt presentations. I’ve had students play specific roles (legal counsel, HR, sales, etc.) and interrupt team presentations. It’s challenging but definitely “real world.” Related: Plan for an awkward silence after a presentation when no one asks a question.
Derail a presentation. Blocking access to a team’s slides, having a team member stay out “sick,” calling a fire drill in the middle of a presentation, and other, again, real-world mishaps will prepare students well. (Jeanette Heidewald, Indiana University Bloomington, presented about this at an Association for Business Communication conference.)
Focus on emotions. Write scenarios or create or find videos with people illustrating different feelings to test students’ abilities to read and respond to emotions. For example, a customer response situation may help improve students’ ability to distinguish—for themselves and for others—frustration, annoyance, disappointment, anger, etc.
Focus on process for team assessments. Categories such as these (developed for a community-engaged learning course) encourage students to pay attention to team process as well as team outcomes to develop aspects of emotional intelligence and character.
Assign interactions. One activity is called Seven Strangers (reference below). Students strike up conversations with people and try to go beyond the basics about time and weather. Then, they reflect on the experience. It’s difficult but relatively low-stakes.
If your school is like Cornell University, much of the career work has been transferred to the Career Management Office. But if possible, career planning (e.g., values assessments), informational interviews, practice interviews, negotiating compensation, and reflections are great opportunities to work through challenging interactions.
Source: Hartman, E., Kiely, R., Friedrichs, J., & Boettcher, C. (2018). Community-based global learning: The theory and practice of ethical engagement at home and abroad. Sterling, VA: Stylus Publishing.
Persuasion Principles for Stanford’s New Dating App
More than 5,200 of Stanford’s 7,500 undergrads signed up for Date Drop, a new dating app. Students might enjoy analyzing how the app operation and marketing illustrate Robert Cialdini’s Seven Principles of Persuasion.
Here are a few examples of each.
Reciprocity: People Repay in Kind
In effect, the app offers the gift of qualified matches to people who sign up and complete a detailed questionnaire.
Scarcity: People Want More of What They Can Have Less Of
”Dropping” matches on Tuesdays at 9pm generates excitement for that one time and encourages people to gather and share their matches then. Also, taking a page from Mark Zuckerberg’s original Facebook, the app was limited to Stanford students and is now offered to other schools, but only students within each school see matches, creating an exclusive service.
Authority: People Defer to Experts
The website encourages, “Take our psychology-backed compatibility quiz,” and boasts their success: “We've made 35,000 matches, and they turn into real dates 15× more often than Tinder's.” (Of course, part of that success likely is proximity.) In the FAQ, the founders explain how the matching algorithm works. (Founders of The Marriage Project, a 2017 Stanford startup that claims dozens of marriages accused Date Drop of co-opting some of their questions and marketing approaches.)
Consistency: People Align with Their Clear Commitments
After taking the time and trouble to answer 66 questions, students almost certainly opt in to see their matches.
Liking: People Like Those Who Like Them
This one isn’t as apparent as some others. Compliments and commonalities are wanting in the marketing, which we might expect in the main and about sections of the website. This could say more about the founder, a graduate student, than anything else.
Social Proof: People Follow the Lead of Similar Others
I’m not sure how the app got started—and students may be interested to find out—but it picked up speed quickly. At this point, with such a high percentage of students on the app, it’s hard to not be a part.
Students can easily identify other persuasion principles used and reasons students might be drawn to the app. For example, Date Drop is a great name, with it’s monosyllabic words, alliteration, and allusion to other “drops,” such as media launches. Like Facebook, it’s a fast success.
Starbucks Communicates New Rewards
Starbucks changed its rewards program, reinstating tiers lost in 2019 and adding yet a higher status. The program encourages customer engagement, a good topic for business communication students in addition to analyzing the company’s language and graphic choices.
As always, customers earn “Stars” for buying stuff—more stars for more expensive stuff. But the company is moving away from everyone earns equally back to levels: Green and Gold, as in the past, and the new one, Reserve.
The word reserve deserves attention. I’m on the finance committee of a nonprofit organization, and we pushed back on our financial advisor for using “reserve” to describe our short-term investment fund. To some of us, the word would more appropriately describe our long-term fund: something stored away, not used unless necessary.
The Starbucks level follows this thinking. Reserve implies high social status, which is appropriate for Starbucks’ increased divisions. Wildlife and nature reserves are protected, exclusive areas. Only Reserve members receive a personalized card to flaunt while waiting for a latte. Of course, what isn’t stated is that those in the lowly Green and Gold categories receive rewards at lower rates, therefore devaluing rewards for most customers.
The three tiers are clearly explained in this graphic. Black indicating the highest level aligns with marketing we see in other industries, for example, “Black Label” Johnnie Walker and the American Express Centurion “Black Card.”
The global chief brand officer explained the focus on engagement:
We’re redefining the industry with customer-focused benefits that set a new standard and ignite fandom. Starbucks Rewards has always been about creating connection, and we’re evolving the program based on what our members told us matters most, offering faster, more meaningful benefits that make them feel appreciated. This evolution is a key milestone in our Back to Starbucks strategy and will reinvigorate what it means to be a Starbucks Rewards member.
Critics say, as the company encourages use of the app, customer data is collected with every click.
Trump “Didn’t Make a Mistake”
I can’t let this go without comment. President Trump refuses to apologize or even acknowledge an egregiously racist post on his Truth Social account.
Tim Scott, the only Black Republican in the U.S. Senate, put it well: “it’s the most racist thing I’ve seen out of this White House.” The video of ape bodies with the faces of President Obama and Michelle Obama to the song, “The Lion Sleeps Tonight,” is despicable and outrageous.
At first, the White House tried to downplay the post, a classic crisis communication strategy. Press Secretary Karoline Leavitt said, “Please stop the fake outrage and report on something today that actually matters to the American public,” as though Americans don’t care about racism. Trump said, “I guess during the end of it, there was some kind of picture people don't like. I wouldn't like it either, but I didn't see it. I just, I looked at the first part, and it was really about voter fraud."
But downplaying doesn’t work when the outrage is real and justified. Trump, or someone on his staff, did take the video down. But he did not do what we expect of leaders with strong character: take responsibility and apologize. Instead, he said, “I didn’t make a mistake,” because he will never admit it.
Christian Ads Change Course
Students can analyze how the Christian group He Gets Us has changed its ad campaigns. Super Bowl ads since 2023 reflect the social-political climate of the time, and this new one addresses criticism of previous years’ ads. The group describes its purpose as, “a campaign that invites all people to consider Jesus and why he matters.”
Critics called the ads hollow and question the expense, which they say is counter to Jesus’s teachings. Liberals call out hypocrisy of including LGBT+ people while funding anti-LGBT+ programs. Conservatives call recent ads “woke.”
In response, we see a move from interpersonal strife to personal struggles. Today, the website is organized around a “Journey” we select to dig deeper: I want more, I have questions, I can’t do it all, and I want to be me. With all starting with “I,” the focus is clearly on ourselves.
In addition to the website, the 2026 Super Bowl ad, “Is There More to Life Than More?,” seems squarely aligned with Jesus’s teachings about material restraint and fulfilment. It’s the first of the series that includes dialog throughout—appropriate for the focus on overconsumption. The video is noisy and chaotic until the end when we see a young woman hiking and the text, “There’s more to life than more,” and “What if Jesus shows us how to find it?”
The ad’s creative officer explained the current campaign: “‘Hey, he gets you where you’re at specifically, and what you’re going through in your life.” A summary of previous ads is below.
2023: “Love Your Enemies.” A black-and-white series of stills shows people in conflict to the soundtrack, “Human,” by Rag'n'Bone Man. The only text is at the end, “Jesus loved the people we hate,” and then the tagline, “He gets us. All of us.”
2024: “Foot Washing.” Again a series of stills, this time in color, shows people we don’t expect to see together, no less washing each other’s feet. The soundtrack is INXS’s “Never Tear Us Apart,” and the end text is “Jesus didn’t teach hate,” and “He washed feet.”
2025: “What Is Greatness?” These stills show people in despair, comforting each other, and celebrating. To Johnny Cash’s “Personal Jesus,” the ad ends with the text, “Jesus showed us what greatness really is.” This one challenges us to consider what greatness means—less about individual achievement and more about humility and service.
Window into Tech Execs’ Comm
Texts between Elon Musk and Sam Altman reveal conflict and vulnerability. The messages, below, surfaced in public court records from Musk v. Altman (2026).
Students might analyze these messages for character and tone. What stands out is Altman’s attempt to build goodwill—calling him “my hero,” thanking him, crediting him for OpenAI, and relating, “we both think this is critical.” Musk seems unimpressed, although his response is so short, it’s hard to say.
Altman also is vulnerable about feeling hurt and tries to establish common ground with his comparison of Musk’s 60 Minutes interview. Altman seems genuinely open to feedback, although this could be strategic: get Musk on your side before he speaks out publicly again.
Musk gives little back—an apology for something vague that wasn’t his “intent” followed by “but” and then a doozy of a statement, which Altman agrees with. He again tries an analogy with attacks on Twitter, but then the entire focus changes to recruiting. Now we might think this is the core issue, or at least one of them. Altman uses the persuasive tactic of contextualizing the number of hires from Telsa, although even a small number of critical players could “hurt” Tesla (an interesting word choice for a company after describing his own emotional state).
The last line—”super important company”—makes Altman seem young, familiar with Musk, or both. This seems like an odd thing to say to the founder and CEO, particularly the wealthiest man in the world, who is nothing if not proud of his company.
We know their relationship deteriorated, much of it public on X during the past three years. Now Musk is suing Altman over OpenAI’s shift away from its nonprofit status.
February 18, 2023
Sam Altman
i remember seeing you in a tv interview a long time ago (maybe 60 minutes?) where you being attacked by some guys, and you said they were heroes of yours and it was really tough.
well, you’re my hero and that’s what it feels like when you attack openai. totally get we have some screwed some stuff up, but we have worked incredibly hard to do the right thing, and i think we have ensured that neither google nor anyone else is on a path to have unilateral control over AGI, which i believe we both think is critical.
i am tremendously thankful for everything you’ve done to help—i dont think openai would have happened without you—and it really fucking hurts when you publicly attack openai.
Elon Musk
I hear you and it is certainly not my intention to be hurtful, for which I apologize, but the fate of civilization is at stake.
Sam Altman
i agree with that, and i would really love to hear the things you think we should be doing differently/better.
it’s also not clear to me how the attacks on twitter help the fate of civilization, but that’s less important to me that getting to the right substance.
also, i checked with our team on recruiting from tesla. we really are doing very little relative to the size of the company, but i will make sure we don’t hurt tesla, i obviously think it’s a super important company.
Hilton’s Crisis Communications
Hilton Hotels is facing reputational damage related to U.S. Immigration and Customs Enforcement (ICE) actions in Minneapolis.
The controversy started when the Hampton Inn in Lakeville, MN, refused Department of Homeland Security reservations, telling agents, "We are not allowing any ICE or immigrant agents to stay at our property.” Students might identify this action as an example of character, particularly courage—taking action despite risks. But Hilton, the parent company, did not appreciate the move, posting this statement on X.
Students may analyze this message as classic crisis communication strategies, particularly distancing the parent company from the actor. They also might point to the jargon about “meeting our standards and values,” and maybe, “a welcoming place for all.” Everpeak Hospitality, the Hampton management company, supported Hilton’s view with a statement of its own: “We do not discriminate against any individuals or agencies and apologize to those impacted.” That’s the policy issue both companies rely on, an example of criteria reasoning: we have a standard in place.
Hilton did follow through on the threat and removed the hotel from its portfolio. We see the former URL, but the empty page is clear.
Despite Hilton’s attempts to distance the brand, the company is implicated along with other Hampton hotels. Some criticize Hilton for not engaging in the “courageous conversations” promised after the killing of George Floyd. Students might read about that initiative and discuss whether current actions are inconsistent (another issue of integrity).
This week, after seeing ICE agents at the NYC Hilton Garden Inn, protestors crowded the lobby, resulting in dozens of arrests.
Although Hilton is most actively in the news, an organizing effort might affect other brands. “No sleep for ICE” may extend protests to other hotels, which the American Hotel & Lodging Association anticipates with this statement:
The hotel industry is closely monitoring the situation in Minneapolis and remains hopeful that tensions will de-escalate. As places of public accommodation, hotels play unique role in their communities and are focused on the safety and well-being of their employees, guests, and the broader public. Hoteliers are committed to navigating this sensitive and evolving situation with care, professionalism, and respect for the communities in which they operate.
The association tries to balance conflicting values and priorities. Yes, hotels are public spaces, yet they care about the “safety and well-being” of the “broader public.” This moment seems to demand both and yet both may be difficult to achieve. Students might discuss how a hotel owner—of an independent brand and one part of a group—can navigate these times. It isn’t easy.
Ye’s Apology
Once again, let’s talk with students about a sincere apology. Ye’s doesn’t cut it.
Students might remember that rapper Ye (Kanye West) sold clothing with swastikas, released the song "Heil Hitler,” and went on a few antisemitic rants, causing Adidas and Gap to cancel their partnerships. Students also might remember his apology back in 2023 before he released a new album (after which he wrote on X, about “my new sound called antisemitic”).
This week, he took out a full-page Wall Street Journal ad to apologize—again, before releasing a new album. Criteria for sincere apologies are explained in chapter 7 of Business Communication and Character. In addition to the promotional timing, students might point out how long his antisemitic actions lasted, despite his crisis communication attempts to contain them.
Ye blames a brain injury and mania for his actions. But of course, not all people who have bipolar disorder write Nazi songs and sell Nazi t-shirts. This is an example of his not taking responsibility—not apologizing at all—and possibly causing harm by stigmatizing others.
By far, the most questionable line is, “I love Jewish people.” He doesn’t say it, but we know what follows: “Some of my best friends are Jewish.”
A spokesperson for the Anti-Defamation League put it well:
[The apology] doesn’t automatically undo his long history of antisemitism and all of the feelings of hurt and betrayal it caused. The truest apology would be for him to not engage in antisemitic behavior in the future.
Yes, changed behavior is one criterion of a sincere apology. We’ll see.
Minneapolis CEO Letter About ICE
Several CEOs signed a letter distributed through the Minnesota Chamber of Commerce about U.S. Immigration and Customs Enforcement (ICE). Students can analyze it in terms of character and persuasive strategy. For me, the letter is light, late, and self-serving.
Here are a few notes—and students will have their own opinions:
Positives
Leaders did something. We heard very little until recently, which may be understandable. The public seems divided on whether CEOs should speak out against Trump. CEOs said a lot after George Floyd was killed, which was expected at the time. They made some statements at the beginning of the Israeli-Hamas war and faced backlash; nothing seemed right. So now they’re shy about jumping back in. But local CEOs have particular responsibilities and interests.
More than 60 CEOs signed on. We see big companies and big names on the list—Best Buy, Target, 3M, General Mills, and others.
Negatives/Skepticism
The letter says little. The CEOs request no specific action; they call for “an immediate deescalation of tensions and for state, local and federal officials to work together to find real solutions,” “peace and focused cooperation,” and “a swift and durable solution.” What? How? Should people stop protesting? It’s an open letter with no defined audience. What’s the call to action?
The language is vague and mealy mouthed. References to “recent challenges” to “yesterday’s tragic news” are weak and insulting. We might call on the CEOs to “say his name”: Alex Pretti. With no mention of ICE at all, the letter might be from a different time and place.
It’s late. Published on January 25, the letter missed intense activity since early December and the killing of Renee Good.
The focus is on leaders themselves. Most of the letter says what the leaders have done, are doing, and will continue to do. See below for the underlined parts (more than 5 of the 8 sentences).
It’s virtue signalling. At some point, the numbers tipped, and it became imperative to sign. At that point, leaders signed to conform rather than to demonstrate courage. In fact, NOT signing might have been more courageous.
The purpose is self-serving. In addition to virtue signalling, the last line shows the CEOs’ real purpose—to get back to work.
Students could do better. Perhaps they could rewrite the letter for these CEOs.
[Underlined parts are about leaders themselves and their own interests.]
The business community in Minnesota prides itself in providing leadership and solving problems to ensure a strong and vibrant state. The recent challenges facing our state have created widespread disruption and tragic loss of life. For the past several weeks, representatives of Minnesota’s business community have been working every day behind the scenes with federal, state and local officials to advance real solutions. These efforts have included close communication with the Governor, the White House, the Vice President and local mayors. There are ways for us to come together to foster progress.
With yesterday’s tragic news, we are calling for an immediate deescalation of tensions and for state, local and federal officials to work together to find real solutions.
We have been working for generations to build a strong and vibrant state here in Minnesota and will do so in the months and years ahead with equal and even greater commitment. In this difficult moment for our community, we call for peace and focused cooperation among local, state and federal leaders to achieve a swift and durable solution that enables families, businesses, our employees, and communities across Minnesota to resume our work to build a bright and prosperous future.
“Abolish ICE” as a Communication Strategy
“Abolish ICE” (U.S. Immigration and Customs Enforcement) is a useful case study in communication strategy and framing. Will the slogan get the results people want?
Regardless of students’ personal views on immigration officers’ actions in Minneapolis, including the shootings of Renee Good and Alex Pretti, the slogan may be “emotionally satisfying [but] politically lethal.” The language is reminiscent of abolishing slavery, but the situation is quite different.
In business communication, we teach the value of framing for persuasion, but here are a few issues students might discuss:
Abolishment/elimination may not be what people want; they may want reform instead. A similar approach, the “defund the police” slogan after the murder of George Floyd, may have divided constituencies.
The extreme language prevents more moderate communication approaches and goals, for example, restructuring, supplementing, or limiting.
The result may not be practical. Students might research “zero tolerance” language in the workplace.
The frame doesn’t offer a positive solution; it’s loss-based proposal.
The slogan begs the question, and then what? Students might research the “Occupy Wall Street” movement, also criticized for having no clear policy-related goal.
George Lakoff’s work could provide theoretical grounding for this discussion.
Students might identify and research other slogans—for products, social causes, or sports—that gained attention but backfired or showed little result. They’re too young to remember Nancy Reagan’s “Just say no” campaign, but it’s another good example.
In this case, what could work better? Maybe students will have ideas for something that conveys an inspiring, moral imperative, but is more policy focused and doesn’t alienate people who don’t share the extreme position.
Image source.
The Pudding: Visualizations
The Pudding is a treasure trove of visuals for business communication classes—and a great way to pass a day. Here are a few that might interest students:
Students might explore a few of these or others on the site, and then reimagine a visual for a class project.
Jargony Press Release
United Cargo hired a new communications firm, announced in a press release. Maybe it’s my lack of experience in the cargo industry, but I find the statement confusing and jargony. My AI antenna is up.
Students might evaluate the message, below, for purpose and word choice. Other than the 100-year anniversary, what distinguishes United Cargo from its competitors? The press release is an opportunity to redefine its position in the market.
Maybe the trouble is whether “appointing a new strategic communications partner” is really news. Of course, the firm wants its own publicity from the release, but how does it serve the client, United Cargo? Students might discuss what a “strategic partnership” means.
Students may be curious about the firm, Lemon Queen. Research into its name and logo, for starters, and its own online presence may give us a fuller picture of the work. (See the website, and Instagram account.)
With a specialty in cargo companies, the firm has particular challenges. The name and graphics just might distinguish it as an edgy, irreverent firm in an otherwise staid industry. Certainly, the link between the logo and the business isn’t obvious.
I will say two positive outcomes from the release. I didn’t know United has a freight company, and now I do. And I hadn’t heard of Lemon Queen, and now I have. Maybe that’s enough to achieve.
The “Ningnong” Who Wants Replacement Parts
This customer communication from a model train company would make a fun class discussion or activity. The company focuses more on what they won’t do than how they can help.
In the “Limited Warranty” section of product documentation, they try to be funny, and I admire that, but it doesn’t land well. Projecting 44 years into the future when a customer might want to get repairs covered under warranty, the writer suggests that the customer should retreat to a bunker instead. Are we at that point where a pending apocalypse is funny?
I also understand that a company can get whacky requests. This one apparently has customers seeking replacement parts for lesser quality items purchased elsewhere. But are these “ningnongs” likely to read the company’s warranty information? They seem confused about their audience—and calling them ningnongs might not inspire them to become customers.
By far the overarching issue with this section is the company’s focus on the negative rather than the positive—the situations in which you can’t get your train fixed instead of what they can do for you. Even the bit about parts coming loose in shipping is strange. Why not help customers out by telling them the simple fix and apologizing because products really shouldn’t fall apart in transit. This situation seems like a good opportunity for a customer to call, make a connection, and perhaps order more parts.
Students may rewrite this section and compare their revisions. Obvious changes like removing ALL CAPS will immediately improve this missive. Students might want to rephrase “Limited Warranty,” but this is standard language that protects the company. Still, the rest of it doesn’t need to sound like a bad-news message.
That Grumpy Old Period
A writer wonders why we hesitate to use a period in texts and emails. Instead, we overuse exclamation points, question marks, and in less formal writing, emojis, “ha,” or “lol” to soften our message. He theorizes that “It’s the lack of context—the fact that more and more of what we communicate is aimed at somebody we don’t know or rarely speak to, with little base line of what we’re normally like.”
Students might discuss their own punctuation. Does it differ for people they know well? Are they less tentative in these situations and therefore more definitive? This might be tough to answer if they eschew punctuation entirely, as some young people do. The period has long been criticized for its finality, particularly in short texts, as in, “Sure.”—apparently meaning, to some, I will hate you forever.
In business communication, the period can be just a period, doing what it was intended to do: end a sentence. Students might develop the confidence to simply declare something.
On the other hand, we teach students to observe others in an organization and, to an extent, match communication styles. An email riddled with exclamation marks sent by a manager warrants one or two exclamation marks in return regardless of the employee’s personal style. Otherwise, exclamation points are more art than science, as the writer says:
It is widely understood that exclamation points must be inserted into the modern professional email at precise intervals—just enough to create a tone of eagerness and warmth without tipping over into sounding fake, sycophantic, or batty.
The period seems simpler, but maybe not to a student or new employee. Tone is trickly, and we don’t know each other at work as we did in the old days, when we met in person, spent time chatting over coffee, and went out after work. We could, in lieu of perfect punctuation rules, give each other the benefit of the doubt, assuming good intentions instead of overanalyzing every dot and dash.
New Dietary Guidelines Website
The new U.S. dietary guidelines are represented visually on a website, realfood.gov. Students can analyze the content and graphics for the primary audience of Americans.
Here are a few points students might identify:
Clear, simple language appropriate for the audience. “Real Food” is a consistent message, and the summary works well upfront:
Better health begins on your plate—not in your medicine cabinet.
The new Dietary Guidelines for Americans defines real food as whole, nutrient-dense, and naturally occurring, placing them back at the center of our diets.
Colorful, but navigation doesn’t work well. Lots of graphics engage the user, but some of the graphics don’t work quite right, at least on my screen. Numbers in red boxes increases with each click without new corresponding text. The static text, “America is sick. The data is clear,” shows for several increasing percentages, so the data isn’t clear. When I tried the mouse instead of keystrokes, I got a blank red screen.
Consistent messages. Language reinforces the connection between diet and health throughout:
90% of U.S. healthcare spending goes to treating chronic disease—much of which is linked to diet and lifestyle.
Debatable evidence. WIthout sources, the user can’t research claims further. Above is a good example we might want to explore, particularly what “much” means in this context. Also, the “links” are quite complex and vary by person.
Misleading history. The site includes a food pyramid from 1992, shown here, which has been updated. Also, the associated text doesn’t match the situation then or now:
For decades we've been misled by guidance that prioritized highly processed food, and are now facing rates of unprecedented chronic disease.
Nowhere do the 1992 guidelines or any since, including the simplest and most recent, MyPlate, recommend processed foods.
Simplistic FAQs. Expanded boxes at the bottom of the site include silly questions and answers, for example:
What about hydration?
Hydration matters. Choose water or unsweetened beverages to accompany meals and snacks.
Few disagree with the push for real food and fewer preservatives. But critics question the emphasis on animal protein—the environmental impacts and the dangers of over-consuming saturated fat and sodium. In addition, the “inverted pyramid,” with its clipart food images, doesn’t offer guidance for limiting quantity or balancing of food choices, which MyPlate tried to address. Finally, the high cost of food makes the recommendations for some families difficult or impossible to follow.
Australian Government’s Comms Banning Social Networks for Kids
Students can analyze the Australian government’s communications to ban social network accounts for kids under 16 years of age. In many ways, this is a classic change communication case study with strategic communication planning and individual messages.
The initiative is bold, and the tone is unapologetic. Clearly, the government has support from officials, parents, and educators to enact this dramatic change. Messaging to young people is trickier, obviously, because they are affected and less inclined to agree. But young people are not the primary audience, as they don’t get a vote in the process.
An enormous number and variety of messages chronicled on the eSafety Commissioner’s webpage comprise the communication campaign called, “For the good of their wellbeing.”
To study the communication strategy and plan, students might work backwards to identify elements of communication planning:
Audiences (segmented for tailored messages)
Communication objectives for each audience
Medium/Channel choice for each
Key points for each
Messenger for each
Timing for each
This communication planning template can be used for this activity or others. (See sample completed template.)
The campaign includes messages to segmented audiences:
A “hub” of resources shown here
Videos for “parents and carers”
Radio/digital audio campaign materials for parents and carers, under 16s, and First Nations (worth discussing why this group is segmented)
Print materials
Community resources (e.g., emails, posters)
Digital toolkit
Research findings report
Additional resources for First Nations (e.g., parenting guide, workbook)
Some resources are translated into ten languages.
As the ban goes into effect, students may revisit the messaging to determine how other countries could communicate their own bans and adapt messaging for cultural differences.
Calibri Oust Offers a Lesson in Typeface and Analyzing Claims
The U.S. State Department demanded that agencies revert back to Times New Roman (14-point font!) instead of Calibri, offering an opportunity for students to learn about typeface and analyze claims for the change. In a cable, Secretary of State Marco Rubio cites the importance of “a unified, professional voice in all communications,” the “tradition, formality, and ceremony” of serif fonts, and “yet another wasteful DEIA program,” that is, the switch to a sans serif font to increase accessibility. Without the flourishes (little legs) of serif fonts, sans serif fonts may be more easily read by people with low vision, dyslexia, and other disabilities. (Here’s a deep dive into questions of legibility, readability, and accessibility.)
Students can analyze Rubio’s argument. One claim is that changing from Calibri back to Times New Roman “did not lead to a meaningful reduction in the department's accessibility-based document remediation cases.” They might question whether remediation—changes to documents—is that best way to measure success. Most often read on screens, what does the research say about serif and sans serif fonts? In addition, he doesn’t include the cost of what news reporters called an “about face”; after all, reprinting existing documents is remediation.
Rubio also argues for consistency with letterhead, but that could be modernized. Finally, what’s the value of what he refers to as “decorum” and “professionalism,” terms that have connotations of their own?
Poor Calibri. First replaced, after a 17-year run as Microsoft’s default font by taller, curvier Aptos, and now this.