Week 11 - The Plain English Debate

    Writing for the Professions  

    Subject No. 101058

He goes on to say that:


How do I learn to use Plain English?

Many of the style exercises we've done to so far, are aimed at looking at the micro issues of plain English style ... so you are on the way. There are lots of books and websites on this topic. Make sure to read this tutorial from the tutorial section of www.plainlanguagenetwork.org You might also want to browse this web page from William (Bill) Lutz, the author we referred to when we talked about doublespeak.

Further to this, here are some tips from the Plain English Foundation.

  1. Put the needs of your readers before your own preferences.
  2. Clearly state your main message and don’t bury it in detail.
  3. Structure your text to place the most important information first.
  4. Pay attention to design and layout as well as to the language.
  5. Use a formal but friendly tone in workplace writing.
  6. Use short, familiar words, rather than long words to sound impressive.
  7. Prefer the active to the passive voice.
  8. Be ruthless on clutter — remove words and details that add little value.
  9. Use sentences which average 15−20 words, and vary them to be between 10 and 35 words.
  10. Check for errors in spelling, grammar and punctuation.

Why should I bother? Isn't this the way everyone writes?

Listen to Neil James talk about his most recent book Modern Manglish, with Sky News.

Finally, for those who may have thought that worrying about this stuff is merely for pedants, here are a couple of recent examples which defy interpretation. These were sent to me by friends, both of whom have taught and worked in business for many years, and who ask, “what does this mean, exactly?”

From a workers' compensation website, we are told that what this organisation does, relates to “the cultural and operational re-invention of our customers non-core processing.” … yeah right!

Another gem reports the following:

Simple Augmented Reality - Advances in mobile devices as well as in the different technologies that combine the real world with virtual information have led to augmented reality applications that are as near to hand as any other application on a laptop or a smart phone.
(from http://www.nmc.org/pdf/2010-Horizon-Report.pdf).


Week 11 Style Lesson: Writing in Plain English

As we've already said, most of what we have been covering so far in this course encourages you to practice and use the principles of Plain English.

Exercise 2: Rewriting in Plain English

Cut and paste the following passage into a separate Word document, re-organise and re-write it into Plain English. We will post a suggested answer to this next week.

This is not easy but here are a few suggestions:

PART III - MEDICAL FITNESS

CHAPTER 1 - MANAGEMENT OF INVALIDITY CASES

Potential invalidity cases to be handled quickly

1.1 It is essential that departments handle as quickly as possible any cases where it appears that the health of an officer or employee is impairing, in other than a temporary manner, his ability to perform his duties. This is essential both so that staff are kept informed of where they stand and of likely action in respect to their cases, and so that, as far as possible, situations are avoided where staff member's paid sick leave credits expire before a final decision is made about redeployment to another position, or retirement. In this connection it should be noted that the Common Rule re Sick Leave (Public Arbitrator's Determination No. 119 or 1951) provides that the maximum period allowable with pay in respect of any continuous absence through illness is 52 weeks, unless War Service Sick Leave and Compensation Leave are granted. The 52 week period may be extended by up to 6 months in compensation cases and/or by the period of the War Sick Leave. It should also be noted that a Permanent Head should not backdate the retirement to a date earlier than that on which the Commonwealth Medical Officer certified that the officer or employee was unfit for his duties. Thus any delays by the department in handling these cases could lead to the officer or employee concerned being without either salary or pension for a period. In exceptional circumstances, for example, where an officer or employee has been disadvantaged by maladministration, a department may seek the agreement of the Board's local Regional Director if the Permanent Head proposes to set a retirement date preceding the date of the Medical Officer's certification that the staff member was permanently unfit.

Here's Robert Eagleson's suggested answer

Exercise 3: More exercises in Plain English

Additional Plain English style exercises for your portfolio

Some suggested answers