【正文】 group mem bersFocus i s on mai ntai ni ng equal s tatusw i th al l gro up membe rsStates i deas i n s trongest terms andw ai ts to fen d off chal l engesPrecedes i deas w i th di s c l ai mers, w ai tsfor othe rs to ex pandDo w npl a y s d oubt Do w npl a y s c er tai nt yExplores i deas by c h al l engi ng Explores i deas by i nq ui r yDeli v ers order s as c ommands Deli v ers order s as s uggesti onsUses i nterr upti ons as means toc hal l engeUses i nterr upti ons as means tos upportW ants to take c enter stage W ants to s hare spotl i ghtComforta bl e c l ai mi ng recogni ti on forw o rkComforta bl e gi v i ng c redit to othersHow Do I Know What My Style Is? (1 of 2) 11 cmnctnstl2 Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 ? Look to see which characteristics reflect you – may have some from both styles – may act differently depending on the situation ? Ask others who municate with you for feedback ? Aim to objectively understand your conversational habits, rather than just take on style label Learn what your habits are, understand how they function in Bain’s environment. Don’t just assume a label. How Do I Know What My Style Is? (2 of 2) 12 cmnctnstl2 Key phrases to listen for: “You just don’t seem confident” “Don’t worry about whether your ideas are perfect, just get them out there” “Your ideas are hard to follow” “You have to get to the point faster” “You take things too personally” “You need to be more visible” “You need to develop your leadership skills” There are certain performance problems that are often attributable to a clash in munication styles even though they seem to address something else. Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 How Do I Know If There’s a Problem? (1 of 3) 13 cmnctnstl2 Look at the situation objectively. Get feedback from managers and friends. ?Consider your experience – Are you often frustrated in your job? – Are the perceptions of others significantly different from how you see yourself? – Do people grant you less petence than you think you deserve? ?Consider feedback – Do others identify munication problems? ?Consider the possibility – Determine which, or which part of these problems could result from munication style clash How Do I Know If There’s a Problem? (2 of 3) 14 cmnctnstl2 Operating outside the group norm can have potentially significant consequences. Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 ?Style clashes can impact you and assessment of your performance ?Taking stylistic behaviors literally can result in disfort and frustration –challenges feel like personal attacks –opportunities to be heard don’t present themselves –your stylistic behavior may be taken literally ?Frequent pauses perceived as lack of confidence ?Perception could impact performance assessment ?Frequent pauses perceived as weak analysis How Do I Know If There’s a Problem? (3 of 3) 15 cmnctnstl2 The measure of a style is whether it works in the setting you’re in ?All styles are equally valid as styles –one is not quantifiably better than another –all styles can work well with others who share that style ?But all styles do not work equally well in every situation –your style may not work well in this setting Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Is Bain39。s Style Better Than Mine? 16 cmnctnstl2 You can learn to operate effectively in norms other than your own ? No one’s style is absolute – can learn to operate effectively in other norms ? understanding why people act as they do ? develop ability to match stylistic behaviors ? Changing is not necessarily easy – takes awareness, focus and time Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Can I Change? 17 cmnctnstl2 ?Flexibility is the key – instead of changing, expand your style ?Add new behaviors to your core style – use as called for by situation – expand the situations in which you are effective ?Develop ability to municate successfully in range of environments Instead of changing your style, you can expand your style Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Should I Change? 18 cmnctnstl2 ? Remember that learning new style behaviors can be difficult – takes time ? Develop a plan that progresses in small steps: ? Identify one behavior to learn (for instance, avoiding disclaimers or substituting inquiries for challenges) ? Plan to practice one behavior once or twice in any one situation – (. a caseteam meeting) ?