【正文】 ? Frances assumed that criticism should be tempered with praise – including praise equalizes the otherwise onedown position ? John recognized the ritual – heard praise as first step of pattern ? appreciated tact of approach – understood that criticism was the main message ? Al assumed feedback would be direct – should be direct: what is said is the message ? France told him everything was fine ? criticism was suggestion rather than direction Source: Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Analysis of Style Giving Feedback (2 of 2) 1 cmnctnstl2 Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Hierarchy Equality Style Assumptions: Style Assumptions: ?Blunt feedback is direct and honest ?Feedback is about business, not feelings ?Blunt feedback is callous and harsh ?The relationship is as important as the message ?Important to be tactful。 include praise ?Giving criticism is an inherently oneup position –it can’t be disguised ?Oneup nature needs to be equalized ?“Save face” by providing praise as well as criticism Stylistic Norms Giving Feedback 2 cmnctnstl2 ? Isabelle introduces an idea in a meeting ? It is ignored ? Later in the meeting, Jane suggests the same idea again – expands on it, selling it to group ? Idea is adopted。 Jane receives credit ? Neither Isabelle nor Jane acknowledge the idea as Isabelle’s Initiating good ideas is not enough. You also have to get credit for them. Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Style in Action Getting Credit for Your Ideas (1 of 2) 3 cmnctnstl2 Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 ?Isabelle’s ments did not get heard –introduced her idea indirectly, using a disclaimer ? “this probably won’t work but…” –spoke softly –spoke briefly –spoke tentatively ?Jane’s ments did get heard –introduced her idea directly and succinctly –spoke enthusiastically –spoke at length –spoke with certainty Analyzing Style Getting Credit for Your Ideas (2 of 2) 4 cmnctnstl2 Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Hierarchy Equality Style Assumptions: Style Assumptions: ?Seek visibility ?Downplay doubts –otherwise you’ll appear insecure ?Claim credit for your ideas ?Seek equal exposure ?Downplay certainty –otherwise you’ll appear boastful ?Good work will be recognized ?Shift status up one by claiming credit ?Maintain equal status by never claiming credit Stylistic Norms Getting Credit for Your Ideas 5 cmnctnstl2 ? Can You Use This Module? ? How Communication Works ? Communication and Perception ? Styles in the Workplace ? Communicating at Bain ? Understanding Your Individual Style ? Managing Communication at Bain Agenda 6 cmnctnstl2 ? Direct munication ? Aggressive interaction ? Proactive problemsolving ? Idea assessment by challenge Bain’s dominant style reflects many hierarchical characteristics. Style favors: Bain’s Norm (1 of 2) 7 cmnctnstl2 While Bain’s munication norm is primarily hierarchical, the norm may depend on the situation. Situation Oneonone with manager Caseteam meeting Task force meeting Client meeting Style Depends on manager Hierarchical Equality Depends on client norm Bain’s Norm (2 of 2) 8 cmnctnstl2 Bain’s dominant style evolved from work and client needs ?Style supports work –direct munication is fast。 best for short time frame –displays logic clearly so problems can be found quickly ?Style meets client needs –clients want strong analysis presented clearly –expects Bain to drive decisions through their anization ?Style prepares team for client interaction –challenging ideas in caseteam anticipates challenges from client –matches predominant style of many clients Why It Is the Way It Is 9 cmnctnstl2 ? Can You Use This Module? ? How Communication Works ? Communication and Perception ? Styles in the Workplace ? Communicating at Bain ? Understanding Your Individual Style ? Managing Communication at Bain Agenda 10 cmnctnstl2 Begin by considering the following characteristics: Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Hierarchical Egalit aria nFocus i s ac hi ev i ng hi ghes t s tatus of