【正文】 aviors –can be very frustrating –clashes may feel personal –remember: clashes result from stylistic differences ?If your style clashes with anization?s norm: –get smart about operating effectively within it –look at new group as new audience ? focus on learning how audience functions When you join a group, your individual style may or may not match the norm. Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994 Joining a New Group 48 CBJHu801 ?Observe it to understand it –pare what they do to what you do –look for congruencies in your values and theirs ? both value delivering an excellent product ? process for doing so is different –understand how their process serves the culture ?Key to understanding another group?s norm is objectivity –strategically assess new culture ? what it takes to be heard ? what it takes to have work recognized ? what it takes to excel Every style is logical and valuable to the individual or anization that holds it Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990 Understanding Other’s Group Norms 49 CBJHu801 Each style has a “way of doing things.” Style characteristics are summarized here, and explained in detail in the next section. Source: Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990 Hierarch y Equ ali t yFo c us i s achi evi ng highes ts tatus i n gr oupFo c us i s on maintai ningequal s tatus w i th all gr o upmember sW ants to tak e center stage W ants to s har e spotl i ghtStates i deas i n strongestter ms and w aits to fen d offc hall engesPrecedes i dea w i thdis c l aim er s , w aits for other sto ex pa nd ideaDo w npla y s d oubt Do w npla y s cer taint yEx plores i deas thro ughv er bal oppos i ti onEx plores i deas thro ughs uppor ti v e dial ogueDeli v er s or der s asc ommandsDeli v er s or der s ass uggesti onsUses i nter ru ptions as meansto chal l engeUses i nter ru ptions as meansof supportComfor ta ble c l aim i ngre c ogniti on for w o rkComfor ta ble gi v i ng credit toother sStyle in Action: A Summary 50 CBJHu801 Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990 Scenario 1 Scenario 2 ? Mario looks for an opportunity to speak in meetings ? Others speak without stopping, or interrupt each other quickly ? He leaves the meeting without saying anything ? As Simone speaks, she pauses briefly – expects others to jump in and challenge ideas ? When no one does, she continues to elaborate on her idea Style in Action Participation in Meetings 51 CBJHu801 ?Both Mario and Simone are using pauses to signal when to start and end their participation –Mario is looking for a long pause as a way in –Simone?s brief pauses are invitations for others to join her ?Neither are operating in a norm that matches their style –Mario?s group use pauses too short for him to recognize ? Mario feels he can?t get a word in edgewise ? his group thinks he doesn?t have anything to contribute –Simone?s group needs longer pauses than she provides ? Simone feels like she is always carrying the ball ? her group thinks she is selfabsorbed Key takeaway Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990 Analyzing Style Participating in Meetings 52 CBJHu801 Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990 Stylistic Norms Participating in Meetings Hierarchy Equality Style Assumption Status Assumption Meetings are a chance to grab the spotlight Assert Status By: ?Speaking Assertively ?Holding the floor ?Challenging others? ideas ?Interrupting Meetings are a place to connect around shared concerns Maintain equal status by: ?Speaking only when invited –following long pause –following literal invitation: “What do you think?” 53 CBJHu801 ?During training, a hospital resident asked questions about –patients and their illnesses –methods of providing care ?At end of term, resident received a poor evaluation ?Supervisor?s explanation was resident knew less than others in group –evidence: “You asked more questions” 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 Asking Questions 54 CBJHu801 Source: Tannen, Deborah, “The Power of Talk: Who Gets Heard and Why”, Harvard Business Review, September October, 1995 ?Resident and Supervisor held different expectations of questions –resident: ? questions indicated petence –had to have knowledge to know what to ask –asking questions resulted in better care for patients –supervisor ? questions indicated ignorance –you only ask what you don?t know –the more questions, the more ignorance ? style perception outweighed other evidence of petence Analysis of Style Asking Questions 55 CBJHu801 Source: Tannen, Deborah, “The Power of Talk: Who Gets Heard and Why”, Harvard Business Review, SeptemberOctober, 1995 Hierarch y Equ ali t ySt y leA s s u mp t ions? As k i ng questi onsreveals i gnor ance? As k i ng questi onsdemonstratesc ompetence? As k i ng questi onss tre ngthensc ooper ationStat u sA s s u mp t ions? Mov es s tatusdo w n one b yreveali ngi gnor ance? Th rea t ensi ndependence? Mai ntains equals tat