Importance Of Audience Analysis

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Read and analyze the case study below.

Case study: You are preparing a persuasive speech. The goal of your speech is to convince an audience of the value of allowing employees to work from home at least one day per week.
Audience analysis before the speech: As you are starting to prepare your speech, you decide to send a survey to the audience members to determine some information about them. Eighty percent of the audience members respond to your survey. Your compilation of the responses to the survey questions are indicated in the following table:
Question% of Respondents Who Answered Yes% of Respondents Who Answered NoDo you live more than 10 miles from your workplace?70%30%Does the majority of the type of work that you do involve working on tasks that could be done from virtually any location?50%50%Is your work performance judged primarily on tasks you perform versus managing others?80%20%Do you believe conserving energy is an initiative that you should try to support?70%30%Does your work environment contain more potential distractions than your home environment?40%60%

Audience analysis during the speech: While you are delivering your speech, you pay attention to the nonverbal signals the audience members provide. The following table summarizes the audience member behaviors that you notice:
Your StatementAudience BehaviorAllowing workers to telecommute at least one day a week can lead to increased employee productivity.One audience member crossed their arms and looked at the clock on the wall.Telecommuting saves gasoline and helps reduce traffic and air pollution.A few audience members maintain eye contact with you and nod.Allowing employees to telecommute potentially allows employers to reduce their real estate footprint.About half the audience members look confused.Setting up a home office and adhering to a normal work schedule is one way to be productive when working from home.Most audience members look interested, and a few sit up straight and have questioning expressions.

Audience analysis after the speech: After you finish your speech, you go into the lobby where refreshments are being served. As you wait in line, one of the audience members approaches you and says:
“I enjoyed your speech. There are a few points that you made that I am not sure I agree with, but overall I can see some potential value in allowing employees to telecommute one day per week. Can you recommend any sources where I might be able to find data to show to some other managers at my company that support your claim that allowing workers to telecommute can lead to increased productivity?”

Step 2 Answer the questions.

Copy the following three sets of questions about the case study and paste them into a document, then address the following:

Before

Which survey question and corresponding results provide the most evidence of audience support for your goal prior to the audience members hearing your speech? Justify your answer.
Which question and corresponding results provide the most evidence that it might be difficult to achieve the goal for your speech? Justify your answer.
What would you do during the speech preparation phase to maximize the likelihood of convincing this audience that your position is valid? Provide some specific steps you would take to prepare your speech to meet the needs of the audience based on the survey results.

 

Sample Solution

process of system improvement, DJS has taken significant steps to sustain and enhance the results achieved through JDAI. DJS has improved data capacity and the routine use of data to inform management decisions about detention utilization; refined its DRAI to ensure fair, objective and risk-responsive detention admission decisions; and invested in the robust array of ATDs for Baltimore City. DJS has also built internal capacity and infrastructure to ensure that the processes, practices, and principles of JDAI are integral to the Department’s day-to-day operations. DJS’s Systems Reform Unit, comprised of a Director of Systems Reform, several local detention managers, and a team of case expediters, works directly with line staff across the Department to operationalize reforms.

Given these investments, CCLP is confident that DJS will continue to sustain the results of past and current strides in detention reform. However, this assessment highlighted three main barriers to diversion at this phase of the juvenile justice process in Baltimore City. First, many stakeholders reported that engagement among stakeholders has waned and the Baltimore City JDAI Oversight Committee has not met regularly for some time. Many expressed concern that if Baltimore City officials do not make an intentional effort to reconvene and refocus the work of this group over the next few months, then the collaborative process that is so essential to the success of JDAI will be irreparably damaged or lost. In order to advance Baltimore City’s detention reform work, this group will need to galvanize around new and more ambitious goals for reducing secure detention utilization, enhancing access to community-based alternatives, and improving outcomes for young people who come into contact with the justice system in Baltimore City.

With new administrative leadership on the juvenile court bench in Baltimore City, several officials noted plans to reconvene the JDAI Oversight Committee, which is encouraging. However, many also expressed concern about past levels of engagement from key partners, namely BPD, which reportedly had not been consistently represented on the JDAI Oversight Committee. In some cases, the BPD was absent from the collaborative table. In other cases, BPD designees to the JDAI Oversight Committee were not executive-level BPD staff with the authority to i

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