Writing Tips from a Recovering Doctrine Writer

Some writer I know

Came across this piece on writing tips today and it put me in sort of a nostalgic mood.  Readers of this page will recall that yours truly was once a doctrine writer.  A rather frustrated one, but still a writer.  Here, for what they're worth, are my tips -- at least the first twenty that come to mind.

1.  Outside of getting her help with the template and a few of the basic rules, ignore your editor when starting out.
2.  The reason for #1 is that, in doctrine, content is everything; unless your editor is a subject matter expert in what you are writing, she cannot help you.  It doesn't matter how finely crafted your sentences are if the content in them is wanting.
3.  Doctrine writing is a team sport; if there is no writing team, there will be no resulting doctrine.  The editor is a key player on that team, but she is not a starter.  Her best contributions are off the bench.
4.  The chain of command likes for you to write your doctrine then bring it to them so they can tell you what's wrong with it.  This masks the fact that most times they are clueless as to what the content should be and is totally unproductive.  It is a complete waste of government time and money to begin writing if you haven't received clear guidance from your boss, and his boss, and your boss's boss's boss.
5.  If you are writing your center of excellence's flagship field manual, and this manual was last revised more than 20 years ago, expect trouble.  If, in 20 years, the chain of command hasn't figured out what the revision should look like, they probably won't solve this problem on your watch.  It's no use to try to write when the basic content issues have not been resolved.


6.  Every O-5 and above has an idea about what your publication should look like, but if their vision doesn't match your chain of command's guidance, ignore it.  If that officer's gratuitous advice was serious, it will surface during the staffing process.
7.  Expect most of your content problems to be solved through the staffing process; therefore, the sooner you get that first draft out on the streets, warts and all, the better.  (If your chain of command provided you with good, solid guidance, there won't be that many warts).
8.  If you're project is expected to be complete within a year, it's probably a good idea to not buckle down and write anything for the first two or three months.  Spend that time getting clear, solid guidance from your chain of command--to include at least the first general officer in that chain.  Do your research.  Build your bibliography.  Rough in your terms and definitions.  Take a lot of notes and keep them organized.  Keep yourself exposed to information and to people in your organization who are informed.  If you'll do this, it will amaze you (and your boss) how rapidly the manual will come together once you actually sit down to write.
9.  Once you start writing, you should have no other responsibilities.  If you are constantly at meetings you will not get a thing written.  At least not anything worth reading.  This means that you are not a writer; so, it ill behooves you to call yourself one.
10.  Your boss is responsible for creating a work environment that minimizes interruptions of the writing staff.  This is not a small issue.  If interruptions are killing you, make some noise about it, as much noise as necessary.  The squeaky wheel gets the grease.
11.  Follow the guidance you received from your chain of command.  Work closely with your writing team, but write the first draft, from end to end, by yourself.  If you don't get that guidance, don't write.  You and the Army are better of if you just go to meetings.
12.  Once your first draft is about 90% complete, start making your editor your best friend.
13.  If by the time you complete that first draft you haven't re-written it a dozen times, it's probably not yet ready for prime time.
14.  If all this sounds like a huge workload upon you, the writer, you're right; but realization is only the beginning.  You have to actually assume the burden of writing by writing in order to be called a writer.
15.  If there are writers in your office who have published material before, pay them close heed.  Respect them.  Listen to them.  Carry their briefcases for them.  Pay no attention at all to them of little experience.
16.  Next to content, experience in doctrine is everything.  If your team is lead by officer with little or no experience in doctrine, the odds in favor of your team's failure are 99-1.  A bad doctrine chief can destroy in one year what has taken ten years to build.
17.  Keep abreast of current doctrine ... but don't discard old doctrine completely.  And read lots and lots of military history, old and recent.
18.  Forget the "target audience" when writing your first draft; your target audience is your chain of command.  The staffing process will help you broaden your content later and help you reach the true target audience.
19.  The staffing process is good. Make good use of it.  If you begin with clear, solid guidance from your chain of command, have a good writing team, do your research, avoid heavy writing until you're ready, you can still get your drafts staffed twice or maybe even three times and still get your work published within a year.
20.  If you think that "Doctrine 2015" makes doctrine development harder, you don't understand Doctrine 2015.