【正文】 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。 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。 ? 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。 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。 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。 Bain Communication Skills Workshop How Do I Communicate Clearly? (1 of 2) 25 cmnctnstl2 ? State ideas directly, without need for interpretation “I agree with Maria. We should do more interviews.” instead of “Maria has some good interesting points. We certainly could do more interviews. Maybe we should. Of course, it would take more time.” ? State ideas without disclaimers “Bill Johnson’s an expert in this area. We should talk to him.” Instead of “This may sound like a crazy idea, and it’s not exactly the direction we’re heading, but maybe we should think about talking to Bill Johnson. I mean, I think he’s done a lot of work in this area, but I could be way off base.” Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 How Do I Communicate Clearly? (2 of 2) 26 cmnctnstl2 ?Initiate ideas, then expand on them ?Claim ownership for ideas or acplishments ?Say “I” instead of “We” Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 How Do I Gain Recognition For My Work? 27 cmnctnstl2 ?For additional support, contact the Human Resources or Training Departments ?Support and resources available: –coaching to assist in addressing munication concerns –training to expand munication style: ? munication workshop ? oneonone coaching ? external training classes The source for internal and external resources is Human Resources or Training Resources and Support 28 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 29 cmnctnstl2 ?Performance problems like these usually attributed to lack of petence: –lacks confidence, seems insecure –doesn’t take direction well –micromanages –just doesn’t catch