【正文】 , “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) ? Look for other opportunities to practice – casual conversation – voice mail is great for practicing AnswerFirst Develop a plan for integrating new stylistic behaviors How Do I Expand My Style? (1 of 5) 19 cmnctnstl2 ?When you are successful, increase practice ?Continue to increase in small steps until the behavior is fortable ?Identify next new behavior and begin to practice ?Talk to others who have faced this situation for additional ideas How Do I Expand My Style? (2 of 5) 20 cmnctnstl2 ? Provide a source of support and feedback – involve your manager or caseteam leader – hook up with a partner ? A friend, caseteam member, or coach ? Celebrate successes – Reinforce small wins as well as large Once you’ve decided on your plan, take steps to ensure success How Do I Expand My Style? (3 of 5) 21 cmnctnstl2 ?Target situation(s) to observe – caseteam meetings – client meetings – presentations ?Analyze what contributes to the metamessage – message content – relationship between participants – activity – atmosphere Really get to know your audience. How Can I Expand My Style? (4 of 5) 22 cmnctnstl2 ? Identify your highest impact misses with listener group – decide on alternate behavior to practice ? Use any resources available to prepare your munication – AnswerFirst structure – coach or mentor ? Get input from someone who knows the situation – manager – caseteam leader – other caseteam member – member of client team Spend as much time planning how you’ll municate as you do what you’ll municate How Do I Expand My Style? (5 of 5) 23 cmnctnstl2 ?Speak often –initiate ideas –challenge others’ ideas ?Speak for longer periods of time ?Don’t worry about being 100% right –managers are more interested in how you process ideas ?When interrupted, reassert your point ?When challenged, persist in making your point Source: Interviews with Bain managers 1997 How Do I Increase Participation Meetings? 24 cmnctnstl2 ?Use AnswerFirst to structure munications –provide background, plication, question and answer –work from broad concepts to specific evidence ? use structure to leverage their time ? provide details only as needed by listener –highlight key concepts, outstanding issues, open questions –present your remendations without qualifications ?Use short sentences, active language Source: Minto, Barbara, “The Pyramid Principle”, FT Pitman Publishing, 1987。 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。 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 Clea