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GE - Billy Blue Communication Design

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• Speak in a language your audience understands.<br />

Seldom will your audience be composed solely<br />

of accountants, lawyers, or engineers. As the<br />

following example* from a health benefits plan<br />

shows, specialized subject matter does not<br />

require specialized language:<br />

Original: The benefits of the plan which covers the<br />

person on whose expenses claim is based as a dependent<br />

of a person whose date of birth, excluding year of birth,<br />

occurs earlier in a calendar year, shall be determined<br />

before the benefits of a plan which covers such a person<br />

as a dependent of a person whose date of birth,<br />

excluding year of birth, occurs late in a calendar year.<br />

Simplified: When a husband and wife both have<br />

coverage, we use their birthdays to determine who<br />

pays for their dependents’ coverage. If the husband’s<br />

birthday falls earlier in the year, his plan will pay.<br />

If the wife’s birthday falls earlier, then her plan pays.<br />

For example, if the wife was born in March, and the<br />

husband was born in July, the wife’s plan would pay.<br />

• If legal or technical terminology cannot be<br />

avoided in a form used by a general audience,<br />

put such information at the bottom or on the<br />

back of the form and alert users to its whereabouts.<br />

This promotes a better forms conversation<br />

and can improve forms design.<br />

Listening<br />

To be a good forms conversationalist, a form<br />

must “listen” with consideration. Thus:<br />

• Give your audience enough space to respond.<br />

If you provide too little room for your readers’<br />

responses, they may decide that you do not need<br />

the information and not respond fully.<br />

Forms Requirements, continued 270.03<br />

• Use checklists to speed up the pace of the conversation<br />

whenever possible.<br />

• Use clear, simple words and sentences and be<br />

specific. For example, “In what city and state did<br />

the accident occur?” makes it clear to your<br />

audience that only the city and state concern<br />

you; “Where did the accident occur?” may<br />

compel some respondents to draw road maps.<br />

• If separate sections of your form are intended for<br />

different audiences or if some respondents are not<br />

required to fill out the form completely, clarify who<br />

should fill out which sections:<br />

-Identify and separate such sections by using<br />

a horizontal bar bearing a label such as<br />

“For use by [specified users] only” and, if<br />

necessary, use a screen tint to differentiate one<br />

section from another.<br />

-Write clear instructions and, if necessary, highlight<br />

them in red to help users avoid irrelevant<br />

sections.<br />

(See pages 13, 15, and 16.)<br />

• If some questions are optional, identify them:<br />

-Group them in a section headed with a<br />

horizontal bar bearing the label “Optional<br />

questions” and, if necessary, differentiate the<br />

entire section by using a screen tint.<br />

- For further clarification, use instructions to<br />

explain which questions are optional.<br />

- For a small number of optional questions,<br />

precede each question with “(Optional).”<br />

• If your form has multiple copies, to differentiate<br />

copies, use labels that are easy to understand.<br />

• If your audience must use code numbers, provide<br />

a legend for the code numbers on the back<br />

of the form.<br />

• Test the form before it is reproduced.<br />

Ask potential users to examine a proof or a<br />

tight sketch of the proposed form to determine<br />

whether they can understand exactly what<br />

information is requested. Rewrite and reorganize<br />

the form in response to their needs.<br />

<strong>GE</strong> Identity Program 270, Forms & Checks <strong>GE</strong> Identity Website: www.ge.com/identity<br />

continued<br />

*From Kenneth Morris, “Corporate Language: Creating a Verbal<br />

Identity,” <strong>Design</strong> Management Journal (winter 1991): p. 37.

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