【正文】 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 ofgroup mem bersFocus i s on mai ntai ni ng equal s tatusw i th al l gro up membe rsStates i deas i n s trongest terms andw ai ts to fen d off chal l engesPrecedes i deas w i th di s c l ai mers, w ai tsfor othe rs to ex pandDo w npl a y s d oubt Do w npl a y s c er tai nt yExplores i deas by c h al l engi ng Explores i deas by i nq ui r yDeli v ers order s as c ommands Deli v ers order s as s uggesti onsUses i nterr upti ons as means toc hal l engeUses i nterr upti ons as means tos upportW ants to take c enter stage W ants to s hare spotl i ghtComforta bl e c l ai mi ng recogni ti on forw o rkComforta bl e gi v i ng c redit to othersHow Do I Know What My Style Is? (1 of 2) 11 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。 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 on Root cause of performance problem might be munication instead of petence Managing Styles: Understanding the Problem 30 cmnctnstl2 Percept i on Int e nt io nLack s confi dence,s eems i nsec ur eAs k s questi ons bec ause that’ s how topar ti c i pate w i thout boa s ti ngDoesn’ t take di re c ti onw ellD oe s n’t re s po nd t o or de rs be c au s e t he y areph rased a s q ue s t ion s (“D o y ou t hin k t ha t c a nge t d on e by F rida y ?”)Mi c ro man ages C he c k s in f req ue ntly be c a use t ha t ’s ho w t ode m on s t rate in t ere s t in t h e t ea mJ ust does n’t c atch on D oe s n’t s ha re ide as in c a s eteam m ee t ing sbe c au s e t he a t m osphe re i s t oo ho s t ileSource of problem could be munication styles: Managing Styles: Understanding the Problem 31 cmnctnstl2 ?Distinguish what observable behaviors lead to your assessment: –Assessment: can’t do the work –Behaviors: doesn’t get assigned work done, ideas don’t make sense –Assessment: can’t lead, no sense of authority –Behaviors: directions aren’t clear, no respect from the people who report to him/her First step: Separate behaviors from assessment Managing Styles: How Do You Know What the Problem Is? 32 cmnctnstl2 ?Look at the situation objectively –remember that your style can blind you to other styles ?Consi