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FOUNDATIONS FOR SUCCESSFUL COMMUNICATION
t
he means of communication takes many forms. It can be
in the written sense or it can be verbal. It can be in the form of documentation
or it can be as a result of seminars, or similar gatherings, or it can be accessed through
electronic and social media such as messaging and websites, or by visual means through
media presentations and the like. There are numerous means of communication that cover
the full spectrum of activities that are involved in the running of a worldwide organisation
such as IIW.
From its very beginning, the IIW Secretariat
was the central hub aroundwhich all communication
systems emanated and gradually it became the
source of all aggregated information coming from
the activities of the IIWWorking Units. Clearly, the
Secretariat served as the repository for exchange of
information and knowledge on all things pertaining
to welding and its associated activities.
The foundation for effective communication
was initially well recognised by Mr Guy Parsloe (UK),
Secretary General of IIW 1948-1966. Being an historian he was particularly interested
in the dissemination of information and a strong advocate of the Institute’s involvement
in documentation and terminology, which attracted little support from the majority of
engineers.
1
The means of communication was quite ponderous in these early years and
was dependent to a large extent on a process of typing and copying, then the distribution
of documents by hand or through a slow and sometimes unreliable mailing system. Great
emphasis was placed on verbal reports by the Chair of Commissions. These reports were not
recorded or translated into official documents.
To ensure the Commissions were not working in isolation, the practice of circulating
minutes to Chairs of other Commissions commenced in 1951, eventually leading to the start
of regular meetings of Commission Chairs in March 1953 for the purpose of discussing
matters of mutual interest. The main reason for convening such meetings was to achieve the
‘harmonious execution of complex work programmes for all Commissions’. Parsloe was
influential in producing the first Annual Report of the Executive Council and Secretariat