【正文】 意見 Has anyone got any questions at this point? Would anyone like to ment on that? Does anyone disagree with my last point? Can anyone confirm my experience? If nobody has any questions then I39。ll move on Interrupting 中斷 I39。d like to discuss it further, but I think it39。s time to move on Could I just stop you there If I might just add I39。m sure we39。d all agree, but perhaps we should get back to the main point Transitions 過渡 If we could now turn to/my next point is/ what I want to do next is / let39。s move on to/that pletes my analysis of/so, now we are going to Reformulations 總結(jié) If I might just go over that again/so, in summary/ just to remind you of the key facts/the main points/ the advantages of/my main arguments were Closing 結(jié)束 Thank you for listening to me today I hope you have found my presentation useful Thank you for your attention ? Questioning Techniques 提問技巧 Reasons for asking questions: To obtain information To find out the opinions of other people To ask other people to contribute ideas To find out the reasons behind events To seek confirmation The status of the questioner The questioner may have an official need to ask questions workrole, legal power, etc., or the questioner may have an entirely personal curiosity to satisfy. If the role is official, the questioner needs to choose the questioning style with care in order to produce the required results. Questioning can be quite a threatening activity in some circumstances. For example, if the questioner wants information , then the person who has that information may feel that s/he 中國最龐大的下載資料庫 (整理 . 版權(quán)歸原作者所有 ) 第 6 頁 共 53 頁 is being asked to give up something that represents an advantage. If the questioner is merely curious in a social setting , then the important point is the level of delicacy of the question. In most cultures, very personal details such as how much money we earn is too private to form the subject of questions by others. Choices of question style Closed v. open Closed questions permit only 39。yes39。/39。no39。 answers. They may therefore be more threatening than open questions because they leave no room for expansion or explanation. The questioner needs to decide if it would be more tactful to ask: Have you finished that report yet? Or How are you getting on with that report? The first question implies that the report is now due。 the second merely asks for a progress statement. The open question allows the respondent to elaborate and does not have overtones of authority. Wh type questions Questions starting with question words: what, when, why, who, how, are open questions but they are also very direct. Too many questions like this have the flavour of an interrogation and may make the person being questioned feel unfortable. It may be necessary to preface the questions with phrases that show the questioner is aware of the intrusiveness of the question: May I ask you… Could you tell me… Would you mind telling me… I wonder if I could ask you…. I would be interested in knowing… If it39。s not indiscreet, may I ask …. I know it39。s not really my business, but…. Facilitative styles of asking questions If the intention of the questioner is really to prompt the interlocutor in disclosing information freely, then question techniques may not be appropriate at all. Instead it might be better to echo and to reformulate in order to give the interlocutor the opportunity to expand. Illustrative dialogue A. Well, I live in a flat in a rather poor part of town. B. Poor part of town…? A. Yes, it39。s quite dirty and the streets are badly lit. That39。s why I don39。t like going out alone at night. B. So you39。re frightened to go out alone? A. Well, yes because we hear of attacks and muggings. That39。s why I want to leave. In this dialogue, speaker B doesn39。t try to take the initiative, but merely echoes and reformulates to prompt speaker A to say what worries her. 中國最龐大的下載資料庫 (整理 . 版權(quán)歸原作者所有 ) 第 7 頁 共 53 頁 Part III Let‘s Talk Business LEADING THROUGH CHANGE: Listening as a leader Often, when we think of munication, we think of speaking, presenting, writingdelivering a message in some way. But an effective municator is also adept at receiving messages. You won39。t budge people toward a goal if they don39。t feel that they39。ve had input, that they39。ve been heard and understood, and that the vision they39。re working toward is also their own vision. Listening to your followers is the only way you can make this happen. To be a good leader, HEAR OUT what others have to say: Hold judgment and hold eye focus Listen carefully and with an open mindif you39。re defensive you may miss critical information. Don39。t formulate your answer while a person is still speaking. Watch for subtle body language that may offer extra clues to the speaker39。s true meaning. Also, hold eye focus. If you don39。t39。 look at the person who is speaking to you, you can39。t establish trust. As a leader, you want followers to trust you and believe in you. End all other tasks. Show respect for people by putting aside your paper, lunch, etc., and don39。t take phone calls. You39。ll be better regarded, and you39。ll save time. By doing it right the first time, there won39。t be misunderstandings or any need to repeat information. Be ready to job down notes as the person speaks. Allow the speaker to finish. Don39。t interrupt. Don39。t change the subject. Don39。t finish sentences for the speaker. Remain quiet until you39。re sure the speaker has pleted his or her thoughts. Read between the lines. As you listen to the speaker, listen for what might be left unsaid. It39。s not always easy for a person to approach someone in a more senior position and tell it like it is.