【正文】 behavior to learn (for instance, avoiding disclaimers) –plan to practice it once or twice in any one instance (. in a caseteam meeting) –once you have been successful, then increase practice –continue to increase in small steps until the behavior is fortable –identify next new behavior and begin practice Provide a plan for implementing changes Managing Styles: How to Do It (1 of 2) 47 cmnctnstl2 ?Provide a source of support and feedback if it isn’t you, hook them up with a partner (a friend, or a coach from Training) ?Recognize successes, . small wins as well as plete overhauls Once the plan is in place, take steps to ensure success Managing Styles: How to Do I (2 of 2) 48 cmnctnstl2 ?For additional support, contact either Human Resources or Training ?Support available: –coaching to assist managing munication problems –training to expand munication style: ? munication workshop ? oneonone coaching ? external training classes The source for internal and external resources is Human Resources and Training Managing Styles: Resources and Support 49 cmnctnstl2 。 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。 ? 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 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。 process may be slow ?Provide suggestions and resources Once you have explained the situation, provide opportunity to respond Managing Styles: In the Coaching Session (4 of 4) 41 cmnctnstl2 ?Remember, the situation is neutral –a clash in styles –not a result of conscious, problematic behavior – no one is at fault ?Focus on expanding skills, not dumping old style in favor of new one ?Use specific examples –general examples illustrate the concept –specific examples, stories make the concept real Coaching process has strong impact on success. Change should be presented as beneficial and possible。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