Ironically enough, the biggest challenge faced by scientific and technical presenters is their reluctance to follow the scientifically established principles of communication.

What are those rules?  One of them is that the human mind is drawn to problems, puzzles, and mysteries.

Rather than seeking to capture the attention of the audience by making a case for the puzzling mystery of the topic at hand, most scientific and technical speakers simply begin with their objectives, methods and data.

This may be admirable science in some circles, but it is not effective communication because it fails to provide the context for the content.

Effective communication seeks to gather the attention of an audience by igniting curiosity and emotion, and only when it has done so can it pull the many human minds present in the same direction.

For instance, let’s say a locomotive is backing up to hook onto a long train of railroad cars.  If it fails to connect, it cannot pull the train forward.

A speaker who does not connect with an audience has the same problem:  He cannot pull his listeners forward unless he has somehow gotten his hook into them.

To sink the hook, a scientific or technical speaker must leave the narrow realm of his expertise and put it into broader context.  He must make a case for the importance of the problem he is working on, or for the maddening slipperiness of the always- receding solution he seeks.

This is the skill of the storyteller, the weaver of tales, the painter of pictures that draws us in—deeper and deeper.  This is the skill of the dramatist, whose opening scene makes us want to stay tuned, and whose subsequent scenes keep us asking the question, “Where’s this going?  What’s going to happen? “

A doctor, researcher, or engineer can improve her outcomes by applying the scientifically established principles of communication.

Sims Wyeth is a speech coach in Montclair, NJ specializing in presentation skills and public speaking training in order to give accomplished people the knowledge and skill they need to become accomplished speakers. Learn more public speaking tips at www.SimsWyeth.com.

Here in New Jersey, scientists grow on trees and work in laboratories, developing and testing molecules for bio-tech and pharmaceutical companies.

Every day, they leave the known world to explore microscopic molecular places and witness scenes that quite possibly no human being has seen before.  They are the Lewises and Clarks of medicine.

Like grizzled pioneers, they take their daily journey into the unknown for granted, and don’t express much awe and wonder about what they see.  Many are like airline pilots, whose aeronautical culture demands a steady tone of voice, even when tumbling toward the ground at 600 miles per hour.

But when scientists speak to senior business people, who are unfamiliar with their area of expertise, the wrong approach to communication can cause significant business problems, chief among them lost business opportunity.

George Bernard Shaw said it best, “The biggest problem with communication is the illusion that it has been accomplished.”

For example, in 1981, in a small conference room belonging to a large consumer products company, a team of research scientists lost a mousse.  Five years later, they found it in their files and launched it as the fourth product in a new category of hairstyling products.  After years of struggle, they managed to reach only a 15% market share.

Had they launched their invention five years earlier, they would have been the first to market, and probably would have owned the lion’s share of the market.  But they delayed because, according to one executive, the leaders of R&D were simply unable to present the concept cogently to the rest of the company.

What happened?  Was the idea of a foamy hair gel so new that anyone outside R&D couldn’t grasp it?  Or was there something about the way the researchers communicated that left the rest of the company scratching its head?

The causes for such a rupture between departments are often hard to define, but experience reveals that communication could be the culprit.  One of the reasons is that the ranks of business are filled with people from different tribes.  For the purposes of this blog, let’s call the sales and marketing functions the Tribe of Belief (TOB), and the R&D functions the Tribe of Skepticism (TOS).

In training, aptitude, psychology, predisposition, language and thinking, Skeptics have special tendencies and approaches.  So do the Believers.

How wide is this tribal rift?  Consider how the two groups use language.

On the one hand, those in the sales and marketing (the TOBs) are paid, like professional actors, to act “as if” they believe whole-heartedly in the value of their products. Their job is to induce belief, and raise belief to the level of action.

Believers are expected to invent arguments to support their point of view, to be persuasive, to take sides, to draw inferences from fact in order to drive home a point, (exaggeration is a staple of advertising) to appeal to their listeners’ psychological and emotional needs, and to demonstrate the truth of their ideas through the force of their conviction.  (Some Skeptics would call this “proof by violent assertion.”)

The TOSs seldom use language rhetorically.  Their faith is in the unalterable power of fact.  The truth of fact is more important to them than the truth of belief, the detail more important than the dubious “claim,” the content more important than the context.

For them, nothing is truth if it hasn’t been tested, measured, and proven. They distrust generalizations and “benefit statements.”  The notion of selling ideas troubles them; it seems manipulative and, well, unscientific.

The gulf between these two tribes is wide, and needs to be bridged. Without good communication between tribes, ideas and initiatives will not get the buy-in they deserve, individual leaders will lack credibility and influence, and research and development may go for naught.  Just ask the me-too mousse maker.

The easiest way to close this gap is to teach scientists cross-cultural communication.  They need to speak the language of sales and marketing to ensure their intellectual output can leap across the gap.  It would be harder to teach sales and marketing to speak the language of science.

Scientists need a basic education in the principles of persuasive speech.

Sims Wyeth is a private speech coach in Montclair, NJ specializing in executive speech coaching and public speaking training in order to give accomplished people the knowledge and skill they need to become accomplished speakers. Learn more public speaking tips at www.SimsWyeth.com.

Thank Your Wife

My father and I graduated from the same high school, 25 years apart. This past weekend we went to our reunion and watched as one of Dad’s classmates won the lifetime achievement award for his work in cancer research.

The winner was a distinguished gent, a good friend of my father, and a slow, but charming speaker. He told funny stories of his time at the school, and only at the end did he mention his work.

I happen to know, thanks to Dad, that the prize winner’s wife has been a a tower of strength over the years, but he never mentioned her as he recounted the story of his career. There she was, sitting in the front row, but not a single acknowledgment came her way.

The speech was largely well-received, and I certainly enjoyed the stories, but it would have been even better if it had included a gracious and loving tip of the hat to his spouse of sixty-odd years.

Such a remark would have alerted the audience that she was present in the hall, and would have made the remarkable accomplishments of the speaker’s professional life even more salient by drawing attention to his personal graciousness and private character.