【正文】 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 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。 s ty l epreservesappear a nce ofequali t ySource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Avon Books, 1994 Your munication style can impact perception of your petence Sue speaks out in meetings, stating her ideas forcefully, and challenging others Match: Sue is confident Clash: Sue is rude and arrogant “Sue should be promoted”” “Let?s wait and consider her for next year” Implications in the Workplace: Example 36 CBJHu801 Source: Tannen。 “Talking 9 to 5”。 Deborah。 Avon Books, 1994 Communication and Perception 32 CBJHu801 Source: Tannen。 “Talking From 9 to 5”。 Marya “Working on Common CrossCultural Communication Challenges。 Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990 Understanding Style: Example 22 CBJHu801 Ritualized patterns for greeting people you know: Different cultures have different patterns of interaction. They make sense in the culture, but not outside of it. Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Bring me the client list. Indirect Do we have the client list? 167。 Could you turn up the heat? Indirect Is it cold in here? 167。 1998 Bain Company, Inc. Reviewer: Dianne Ledingham Liz Ramos Cartha O’Hare Kara Gruver 1 CBJHu801 ? 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 2 CBJHu801 ? For munication to be effective, the listener must receive the message the speaker transmits in the way the speaker intends ? Communication breaks down if the listener and the speaker do not share the same munication style –what is transmitted is not what is received ? You can increase your effectiveness in municating by: –understanding your listener?s munication style –expanding your ability to municate in your listener?s style Understanding your audience is key for successful munication Overview 3 CBJHu801 ? 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 4 CBJHu801 Audience ? Communicators: –anyone who wants to increase munication effectiveness –individuals experiencing difficulty municating in Bain?s predominant style ? Managers: –anyone who manages a Communicator This module is designed for two audiences Can I Use This Module? 5 CBJHu801 ? Understand impact of munication style on performance ? Identify the elements of munication styles ? Recognize the primary munication style at Bain –characteristics –value ? Assess your munication strengths/weaknesses in Bain environment ? Identify means to build skills –personal –internal/external resources There are five objectives for municators: Can I Use This Module? (Objectives: Communicators) 6 CBJHu801 ? Clarify the impact of munication style on the perception of performance ? Address style concerns during appraisal/coaching sessions ? Describe Bain?s primary style –characteristics and value ? Assess individual?s style characteristics in Bain environment ? Provide alternatives to increase effectiveness There are six objectives for managers: Can I Use This Module? (Objectives: Managers) 7 CBJHu801 ? Prepare extensively, meticulously and then say nothing? ? Wait and wait and wait for someone to ask your opinion? Or for a pause in the discussion to make your point? ? Make sure whatever you say is 110% accurate or else say nothing at all? ? Feel like it?s a war instead of a caseteam meeting? If you answer “yes” to any of the following questions, this module will be useful to you as a municator: ? Listen incredulously as someone else takes credit for your ideas? ? Find yourself interrupted constantly? ? Present solid, wellthought out ideas only to have them attacked? ? Dread that you will be asked something you don?t know? At caseteam meetings, do you: Can I Use This Module? 8 CBJHu801 If you answer “yes” to any of the following questions, this module will be useful to you as a municator: At caseteam meetings, do you: ? Marvel at the confidence of your team members? (Particularly those who were significantly less prepared than you) ? Know if you could just talk to your manager oneonone then you could explai