EDITEDPAPER.pdf

Case Study

Emergency with presentation member to the Client going to be absent. Now problem

statement is to explain the situation to the Client and create the contingency plan for the issues

that would follow with the presentation.

Introduction

It is a widespread issue these days that the delivery of the presentation gets delayed.

Furthermore, there are several things that we need to work on even after creating the display—

for example, getting delayed or being stuck anywhere. In this case, we have an issue where we

have a member who cannot present the presentation, and we must explain that to the Client. We

must satisfy the Client and make a contingency plan for the emergency issues we face due to our

problems. So, let us see what type of issue we will face and discuss the solutions. Therefore, the

contingency plan will provide different disputes covering the audience about the team member

responsible for the delay or disturbing it. The paper will also control three concerns we need to

convince the Client of concerning an appeal to reschedule the arrangement.

Contingency Plans

First and foremost, the team needs to devise a strategy to tackle the situation where the

member is absent from presenting the current presentation. Then, the team needs to demonstrate

the exact presentation materials utilizing another scenario. Client can ask a different question

about each of the methods and how to understand the content that the absent member was going

to present. Organization or anywhere, there are what-if scenarios where the team must maintain

plan b in case anyone does not come or for any other reason. Contingency plans are those plans

that teams create to avoid situations like these. This situation handling is crucial within the team

because the organization can get away with a smooth solution and present. The plan is a proposal

on how efficiently a person can circumnavigate the scope of daily operations that may negatively

disturb the establishment's capacity to function (Rezaei et al., 2019).

Audience Members Appear Bored and Uninterested in The Presentation

First, in the presentation, is the audience and their response. It is crucial to know the

audience, and we need to identify the need of the audience and their interests. Moving towards

the fact that the team must move their audience's attention towards them is a challenging job if

you need to know their audience's interest. Nevertheless, if the claim is known, diverting the

audience from a boring topic to make them listen is acceptable for a content creator. Apart from

curiosity, the team needs to identify the level of experience, knowledge background, and

understanding of any topic. So, to tackle this situation, the contingency plan for this scenario can

be to engage the audience with diverting skills of a presenter and side members. To identify the

audience's needs and create the opportunity for them to catch the presentation exciting and their

gain is related to the exhibit.

Another solution is to make the audience look at the display after a short time. Keep them

engaged by reminding them to look at the display quickly so they can interact with the team. It is

also earnest that the team emphasize the performance and explain the reasons and advantages to

the audience by defining the areas of generating research questions from the exhibition. The

audience member's focus can be attained by creating a diversion at short intervals. Interact with

them so they cannot divert themselves from this point. These are the main factors the team needs

to focus on to make the contingency plan for this scenario.

The Audience Repeatedly Interjects the Presentation with the Resistance

Team members know the product, and they have whole experience with the product as

well. Nevertheless, the main problem arises when anyone interrupts the presentation. So, to

tackle this situation, the team has to be interactive, as anyone who has questions at any point

would not hesitate to ask when a team member is interacting with the audience. Handling

objections or questions is critical in attending to the audience's response. When the team listens

to the queries or any objection as an improvement, it would not feel like a personal attack. The

team has the dilemma of defending their reason or statements as a false assumption about the

presentation. Just explaining the issue or product knowledge is enough for the audience if you

have the proper knowledge. Being defensive is a wrong strategy in production. Any question that

arises in the middle can be attended with the answer like, "how do you think we should lead it to,

or is there any other way you have in your mind?" or "can you please add value to the product

knowledge? This would help us know the concerns of our audience.". Also, team members can

reaffirm the opposition before generously giving away the answers (Shanholtzer et al., 2019).

The other methods of conducting grievances comprise disagreeing with the audience, utilizing

stories from the past, and waiting before answering an objection.

The Audience experiences inconveniences

This reason is standard in organizations, but every time it happens, we have that tension

build up in the environment due to the stress we have about the rescheduled session.

Nevertheless, the main thing is about the current session of presenting the issue that happened.

To ease the audience about the problem is to provide solid reasons to believe in, and reasons

should be compelling for them to create an opinion about the team and product. In this case, the

best contingency plan is to apologize for any inconvenience and reinstate whenever any member

seems to be alluded to by the rescheduled presentation session. This would provide them a level

of easiness that the team is serious about the issue that has happened.

Moreover, they would remember the problems that could have happened and why they

had to reschedule the presentation. The postponement should be explained openly to the

audience. Also, the communication should be straight and to the point. No long explanation

required from the team is needed. It is vital to demonstrate to the audience the that you value

them, and rescheduling the presentation means you want to give it despite the cancellation

(Ehlen et al., 2018). There is also an excellent plan to include suggestions or any changes for the

next time if anything happens or what to adopt next time. This would enable a sense of belief in

the audience about how to best avoid these situations.

When the Audience Asks Questions, the Presenters Should Have Some Answers

This is the most common problem about the presentation, but also this could be the most

challenging issue that we face in this scenario. Every member should be ready to explain the

product knowledge again with other words when asked a question. If there is doubt in the

audience member's mind, he can clear that point from the product knowledge itself. However, if

the issue persists, try to avoid being over-smart and providing a wrong answer to the audience.

This would increase the disbelief about needing to prepare for the presentation, which would

make you reschedule. Consequently, to deal with this during the creation, regulate how and when

the crew takes questions throughout the presentation. (Kocaoglu et al., 2019). The reverse

strategy can answer these types of scenarios. We can ask the audience to simplify the question if

we need help understanding it or have problems answering it. This would give us some time to

brainstorm ideas and create the opportunity for us to think about possible solutions. Furthermore,

the team may gather previous inquiries, allowing enough time to plan the presentation while still

addressing the audience's needs. Doing this accurately will give the audience enough time to

think of questions thoughtfully.

Areas of Apprehension the Client Has Based on Past Reschedule Request

Assignment

This would be the problem in the Client's mind when the team makes a rescheduling

request. The Client has a mindset about the presentation, and when the team asks about the

rescheduling, it creates concern about the task itself in the back of the Client's mind. It is also

possible that the Client thinks about the difficulty of studying for the team. Then in this scenario,

the concentration is shifted to the assignment involved. The Customer is concerned about the

request, but he thinks more about the completion of the study or any effects on the job's progress.

Self

Another concern about the rescheduling request that would arise in this scenario can be

the team itself. There is also a possibility in the back of the Client's mind that the team needs

coordination or problems happening within the group that would be problematic. The Client

could also think about the incompetency of the team that they cannot pull off the job now, and

the audience could be questioning the team's information about the creation. Furthermore, the

Consumer seeks more information and is mindful of the advantages of a presentation's

cancellation.

Impact

The Client could think about the possible outcomes if this reschedule is made. Of course,

this could impact the project and create impacts that are not even associated with it. However,

that is natural for the Client to overthink the possible mishaps about the project delay or

cancellation. However, this makes the Customer seek more explanations from others.

Conclusion

Considering the contingency plans for the rescheduling process and issues from the

audience can be dealt with different solutions, and others could also think of different answers.

That is why contingency plans are made up according to the scene because everyone can lead the

scenarios to their understanding, and it could lead them to different results and solutions. So, the

team must focus on project and audience knowledge to make contingency plans. Goals are the

main objectives, and audiences can be confusing sometimes, but mostly, they are the critical

point to make the presentation successful if you have a grip on your audience.

References

Ehlen, P., Gibbon, D. C., Gilbert, M., Johnston, M., Liu, Z., & Shahraray, B. (2018). U.S. Patent

No. 9,959,260. Washington, DC: U.S. Patent and Trademark Office.

Hanifa, R., & Yusra, S. R. (2018). Insight on Delivering Oral Presentation: Preparations,

Problems, and Solutions. International Journal of Learning and Teaching, 4(4), 318-325.

Kocaoglu, B., Araujo, P. H., & van Eck, C. F. (2019). How to Make a Good Poster Presentation.

Essential Methods Handbook for Clinical Orthopaedic Research (pp. 219-225). Springer,

Berlin, Heidelberg.

Shanholtzer, B., Thoron, A., & Bunch, J. C. (2019). [WC337] Tips for Delivering Effective

Presentations. EDIS, 2019(6), 4-4.