Very often the first phase of the conversation is carried out only partially or skipped altogether. At this stage of the conversation, you need to develop a correct and correct attitude towards the interlocutor; thus, we can say that the beginning of the conversation is "a bridge between us and the interlocutor."
The objectives of the first phase of the conversation are as follows:
Establishing contact with interlocutors;
Creating a pleasant atmosphere for conversation;
· to attract attention;
awakening interest in the conversation;
· sometimes, if necessary, and "interception" of the initiative.
Acceptance of starting a conversation
There are many ways to start a conversation, but just like in chess, practice has developed a number of "correct openings". All these "debuts" can be reduced to the following four techniques.
b The method of releasing tension allows you to establish close contact with the interlocutor. It is enough to say a few kind words - and you will easily achieve this.
ü The "hook" method allows you to briefly state the situation or problem, linking it to the content of the conversation, and use this "hook" as a starting point for conducting a planned conversation.
b The method of stimulating the game of the imagination involves posing at the beginning of a conversation a set of questions on a number of problems that should be considered in it.
b Direct approach means direct transition to the point, without any prelude. Schematically, it looks like this: we briefly report the reasons for which the conversation was scheduled, quickly move from general questions to private ones and proceed to the topic of the conversation.
Can be further developed overall structure both the whole conversation and its phases.
The correct beginning of the conversation involves an accurate description of the goals of the conversation, the mutual introduction of the interlocutors, the initiator of the conversation, the name of the topic, the presentation of the person conducting the conversation, the announcement of the sequence of consideration of issues. At the end of the conversation, the procedure should be reversed: the leader of the conversation takes the floor and ends her appeal to the interlocutor.
When establishing personal contact with the interlocutor, you need to pay attention to a few everyday little things that can relatively easily create a climate favorable for conversation. These include:
l clear, concise and meaningful introductory phrases and explanations;
b corresponding appearance(clothing, smartness, facial expression);
ь manifestation of respect for the personality of the interlocutor, attention to his opinions and interests;
- positive remarks related to the equipment of working premises, their interior, exemplary organization of work, business reputation;
ü a mention of the changes that have taken place since the last meeting;
With regard to professional contacts related to a particular topic, their purpose is to arouse interest in the conversation.
The basic rule of a personal approach to the conversation is that the conversation should begin with what is called "You - the approach." "You are the approach" is the ability of the person conducting the conversation to put himself in the place of the interlocutor in order to better understand him.
You should try to avoid such phrases:
"I would like…"
"I find this interesting..."
"I've come to this conclusion..."
And replace them with the following:
"You want…"
"Your problem is..."
"You'll be interested to know..."
The same applies to the statement of facts and the transmission of information.
"Even if you don't know it..."
"Of course you don't know about it yet..."
"Probably you haven't heard about it yet..."
Need to use:
"As you know…"
"Of course you already know..."
"You've probably heard about this already..."
Thus, we made the interlocutor feel that we respect and appreciate him as a specialist.
Tests for educators on the development of speech.
1. What are the main areas of work on the development of children's speech in kindergarten(according to GEF DO)
Speech development includes the possession of speech as a means of communication and culture; enrichment of the active dictionary; development of a coherent, grammatically correct dialogic and monologue speech; development of speech creativity; development of sound and intonation culture of speech, phonemic hearing; acquaintance with book culture, children's literature, listening comprehension of texts of various genres of children's literature; formation of sound analytic-synthetic activity as a prerequisite for learning to read and write.
2. What does the work on the formation of the grammatical structure of speech include?Work on morphology: change by gender, number, case; word formation: the formation of one word on the basis of another; syntax: construction of simple and complex sentences.
3 . What are the tasks of vocabulary work?
Enrichment, expansion, activation of children's vocabulary.
4. The child is not interested in GCD speech development. What needs to be done to increase interest in speech development classes?
Organize classes so that the child is involved in the process of independent search and discovery of new knowledge. Less control, more autonomy and trust.
Intellectual and practical activities in the classroom should be varied.
It is necessary to constantly change the form of questions, tasks, stimulate search activity children, creating an atmosphere of intense work.
The more new material linked to existing personal experience child, so it is interesting for him.
Accounting for the individual, age, medical, mental characteristics of the child.
The emotionality of the teacher, his ability to support and direct interest in the content of the lesson. Use of IT technology in the classroom
5. Name the forms of speech.
Dialogical and monologue
6. What skills are developed in the dialogue.
Listen to the interlocutor, ask a question, answer depending on the context.
7. What forms of work are used when teaching children coherent speech.
Retelling, description of toys and plot pictures, storytelling from experience, creative storytelling.
8. Leading technique for teaching correct pronunciation
Parenting Sample
9. From what age group does the work on teaching children monologue speech begin?
middle group
10. From what age group does the work on teaching children begin dialogical speech?
Junior group
11. System of methods and techniques that ensure successful memorization, preservation and reproduction of information- this is _mnemonics
12. What is the subject of study of the methodology of speech development?
Answer options:
a) the process of mastering children's native speech and skills speech communication in conditions of purposeful pedagogical influence;
b) the process of independent mastery of native speech by children without interference from adults;
c) the formation of communication skills in the conditions of unregulated activities;
d) the development of children's speech in play activities;
e) the process of forming the cognitive activity of preschool children.
13. The basis of the methodological principle of ensuring active speech practice is the position that the development of speech occurs only ...
Answer options:
a) on the basis of innate language abilities;
b) during the game;
c) in the process of communication;
d) in the process of development of intelligence;
e) in the process of the child's objective activity.
14. Word formation is a component ...
Answer options:
a) the grammatical side of speech;
b) the sound side of speech;
c) connected speech;
d) the lexical side of speech;
e) figurative speech.
15. What is not considered a form of verbal creativity of children
Answer options:
a) creation of neologism words;
b) writing poems;
c) reading poems by heart;
d) writing stories and fairy tales;
16. What forms of dialogical speech do you know?
conversation, conversation
17. What technique is considered leading when organizing a conversation?
Question
18. In what sequence should different types of questions be placed in each completed part of the conversation (micro-topic)?
1. reproductive issues
2.Search questions
3. General questions
19. What types of monologue speech exist?
1. Retelling
2. Telling a story
3. Telling about the toy
4. Telling children from experience
5. Creative stories
20. Name the verbal methods and techniques for the development of speech.
Methods:
1. Reading and telling fiction
2. Learning by heart
3. Retelling
4. Conversation
5. Telling from a picture, about a toy, from experience
6. Creative storytelling
Receptions:
1 question
2. Repetition
3. Explanation
4. Speech sample
21. Name visual methods of speech development
Methods:
1. Observations
2.Excursions
3. Inspections of the premises
4. Consideration of natural objects.
5. Examination of toys, paintings, photographs,
6.Simulation
Receptions:
1. Displaying a picture, toy, movement or action
2. Showing the position of the organs of articulation when pronouncing sounds
Lecture 6. Ethics various kinds business communication.
Business conversation.
Meeting.
Negotiation.
Public speaking.
Telephone conversation.
Written business communication.
1. Business conversation- a meaningful desire of one person or group of people through a word to arouse a desire in another person or group of people for action that will change at least something in any situation or establish new relationships between the participants in the conversation. It consists of stages:
Stage 1. Starting a conversation and establishing contact.
At this stage, the following tasks:
Establishing contact with interlocutors;
Creating a pleasant (comfortable) atmosphere;
· to attract attention;
awakening interest in the conversation;
· sometimes, if necessary, and "interception" of the initiative.
It is the first few sentences that fundamentally affect the interlocutor's decision whether to listen to us further or not. The interlocutors usually listen more attentively to the very beginning of the conversation - often out of curiosity, waiting for something new, to relieve the tension that arises at the beginning of the conversation. It is the first two or three sentences that create the internal attitude of the interlocutor to us and to the conversation (working atmosphere).
To typical examples destructive for conversation start include:
Apologizing and showing signs of insecurity: “Sorry if I interrupted...”, “I beg you to listen to me...”;
disrespect and disdain for the interlocutor: “I just happened to come by and dropped in for a minute to you ...”, “Let's quickly consider this question with you ...”;
· attempts by the first questions to force the interlocutor to look for counterarguments and take a defensive position: “I would like to talk to you about the following problem. It seems to me that you are extremely interested in discussing it right now.” To a completely logical answer: “But this problem doesn’t bother me now,” a parry follows: “Why doesn’t it bother you now? What are the reasons for this? Thus, the interlocutor finds himself in a defensive position, he must, whether he wants it or not, look for explanations, arguments that he did not think about beforehand.
As topics used at the beginning of a conversation, recommended the following:
any news (not shocking);
interlocutor and everything connected with him;
common interests and topics. The last option requires preparatory work, since here it will be necessary to act for sure and interest the interlocutor from the first phrases.
Techniques for starting a conversation
· Reception of stress relief designed to establish close contact with the interlocutor. It is carried out with the help of warm words or compliments addressed to the interlocutor. A well-placed joke also defuses initial tension and creates a friendly environment for conversation.
· Reception "hook" allows you to briefly state the situation or problem, linking it to the content of the conversation, and use this “hook” as a starting point for a planned conversation. For this purpose, one can successfully use some small event, comparison, personal impression, anecdotal incident or unusual question.
· Imagination Stimulation Reception involves posing at the beginning of the conversation many questions on a number of problems that should be considered in it. This technique is appropriate when talking with interlocutors who are distinguished by optimism and a sober view of the situation.
· Taking the Direct Approach means straight to the point. Schematically, it looks like this: the reasons for which the interview was scheduled are briefly reported, quickly moving from general issues to private and proceed to the topic of conversation. This technique is more suitable for short-term and not too important business contacts, during telephone conversations.
Basic requirement to the beginning of the conversation - it should begin with the so-called "You-approach", that is, the ability of the person conducting the conversation to put himself in the place of the interlocutor in order to better understand him.
Preparing for a conversation
Includes:
1. Planning:
preliminary analysis of the participants and the situation;
the initiative to conduct a conversation and determine its objectives;
definition of strategy and tactics;
a detailed plan for preparing for the interview.
2. Operational preparation:
collection of materials;
selection and systematization of materials;
thinking and arranging materials;
work plan;
development of the main part of the conversation;
start and end of a conversation.
3. Editing:
control (i.e. checking the work done);
shaping the conversation.
4. Workout:
mental rehearsal;
oral rehearsal;
rehearsal of the conversation in the form of a dialogue with the interlocutor.
Planning a conversation comes down to the following steps:
compiling and checking the forecast of a business conversation;
establishing the main, promising tasks of the conversation;
search for suitable ways to solve these problems (strategy);
analysis of external and internal opportunities for the implementation of the conversation plan;
definition and development of medium-term and short-term objectives of the conversation, their relationship and priority;
development of measures for the implementation of these tasks (development of a program of work, a plan for individual elements of the conversation), etc.
Phase I. Starting a Conversation
establishing contact with the interlocutor;
creating a pleasant atmosphere for conversation;
to attract attention;
arousing interest in the conversation;
"interception" of the initiative.
Any business conversation begins with an introductory part, which takes up to 10-15% of the time. It is necessary to create an atmosphere of mutual understanding between the interlocutors and relieve tension.
The tasks that are solved at the beginning of the conversation are primarily related to establishing contact with the interlocutor, creating an atmosphere of mutual understanding, awakening interest in the conversation. It is from the first phrases of each participant in the meeting that their further attitude to the subject of the conversation and their interlocutor as a person depends.
Ways to start a conversation:
The method of stress relief - allows you to establish close contact with the interlocutor.
The method of "hook" - allows you to briefly state the situation or problem, linking it to the content of the conversation, and use this "hook" as a starting point for a planned conversation.
The method of stimulating the game of imagination - involves posing at the beginning of the conversation many questions on a number of problems that should be considered in it.
The method of direct approach - means a direct transition to the case, without a speech.
The right way to start a conversation is to:
an accurate description of the goals of the conversation;
mutual introduction of interlocutors;
topic name;
representation of the person conducting the conversation;
announcement of the sequence of consideration of issues.
What you need to pay attention to when establishing personal contact with the interlocutor:
- a) clear, concise and meaningful introductory phrases and explanations;
- b) addressing interlocutors by name and patronymic;
- c) appropriate appearance (clothing, smartness, facial expression);
- d) showing respect for the personality of the interlocutor, attention to his opinions and interests;
- f) asking for an answer, etc.
The initial stage of the conversation is primarily psychological. The first phrases often have a decisive effect on the interlocutor; decision to listen to you further or not.
Phase II Transfer of information - transfer of information with which you want to acquaint them. Such a transmission should be accurate, clear (no ambiguity, confusion, understatement), professionally correct and, if possible, visual (use of well-known associations and parallels, as well as visual aids).
The purpose of this part of the conversation is to solve the following problems:
collection of special information on the problems, requests and wishes of the interlocutor;
identifying the motives and goals of the interlocutor;
transmission of scheduled information;
analysis and verification of the position of the interlocutor.
- 5 main groups of questions:
- 1. Closed questions These are questions that are expected to be answered "yes" or "no". What is the purpose of these types of questions? Get reasonable arguments from the interlocutor for the expected answer from him.
- 2. Open-ended questions are questions that cannot be answered "yes" or "no", they require some kind of explanation ("What is your opinion on this issue?", "Why do you consider the measures taken insufficient?").
- 3. Rhetorical questions - these questions are not answered directly, because their purpose is to raise new questions and point out unresolved issues and to secure support for our position from the participants in the conversation through tacit approval (“We are of the same opinion on this issue, right?”).
- 4. Critical questions - keep the conversation in a well-established direction or raise a whole range of new issues. ("How do you imagine the structure and distribution.?").
- 5. Questions for reflection - force the interlocutor to reflect, carefully consider and comment on what was said ("Did I understand your message correctly that.?," Do you think that.?).
Particular attention should be paid to the brevity of the presentation. It is necessary not to forget about the time frame of the conversation. Voltaire once said: "The secret to being boring is to tell everything."
You should always keep in mind the direction of the conversation, i.e. keep in mind its main tasks and not deviate from the topic, even if the interlocutors bombard the speaker with questions.
When informing, you need to listen sincerely and with interest to the speaker. And at the same time, try to remain yourself: natural, polite without formalism, a hospitable host, alien, however, to Manilov's outpourings.
In the process of informing, you should carefully monitor everything that the interlocutor asks, the meaning of his words. If something is unclear, be sure to ask a clarifying question, but in such a way that the interlocutor, when answering, expresses his own opinion, and does not try to speak using well-worn stereotypes.
Phase III. Argumentation
Argumentation is a way of persuading someone through meaningful logical arguments. It requires great knowledge, concentration of attention, presence of mind, assertiveness and correctness of statements, while its result largely depends on the interlocutor.
What matters here is:
- 1. Operate with simple, clear, precise and convincing concepts.
- 2. The method and pace of argumentation must correspond to the characteristics of the interlocutor's temperament.
- 3. Conduct arguments correctly in relation to the interlocutor, tk. this, especially with long-term contacts, will be much more profitable for you:
always openly acknowledge the correctness of the interlocutor when he is right, even if this may have adverse consequences for you;
you can continue to operate only with those arguments that are accepted by the interlocutors;
avoid empty phrases.
4. Adapt the arguments to the personality of your interlocutor:
direct the argument to the goals and motives of the interlocutor;
avoid simply listing facts;
use terminology that your interlocutor understands.
- 5. Avoid non-business expressions and formulations that make argumentation and understanding difficult.
- 6. Try to present your evidence, ideas and considerations to the interlocutor as clearly as possible.
There are two main constructions in argumentation: evidence-based argumentation, when you want to prove or substantiate something, and counterargumentation, with which you refute the statements of negotiating partners.
To construct both constructions, the following basic argumentation methods (logical) are used.
The fundamental method is a direct appeal to the interlocutor, whom you acquaint with the facts and information that are the basis of your argument. If we are talking about counterarguments, then we must try to challenge and refute the arguments of the interlocutor.
The contradiction method is based on identifying contradictions in the opponent's argument. By its very nature, this method is defensive.
The method of drawing conclusions is based on exact reasoning, which gradually, step by step, through partial conclusions, leads you to the desired conclusion. When using this method, one should pay attention to the so-called apparent causality. Finding an error of this kind is not as easy as in the example of using apparent causality in one physics lesson. The teacher asked the student: "What do you know about the properties of heat and cold?" All bodies expand in heat and contract in cold. "That's right," said the teacher, "and now give some examples." Student: "It's warm in summer, so the days are longer, and in winter it's cold, and the days are shorter."
The method of comparison is of exceptional importance, especially when the comparisons are well chosen.
The yes-but method. Often the partner gives well-chosen arguments. However, they cover either only the benefits, or only weak sides. But since in reality any phenomenon has both pluses and minuses, it is possible to apply the "yes-no" method, which allows us to consider other aspects of the subject of discussion. AT this case one must calmly agree with a partner, and then begin to characterize this subject from the opposite side and soberly weigh what is more here, pluses or minuses.
The "boomerang" method makes it possible to use the partner's "weapon" against him. This method has no force of proof, but it has an exceptional effect if applied with a fair amount of wit.
Ignore method. It often happens that a fact stated by a partner cannot be refuted, but it can be successfully ignored.
The survey method is based on the fact that questions are asked in advance. Of course, it is not always advisable to immediately open your cards. But you can still ask your partner a series of questions in advance in order to at least basically reveal his position.
Visible support method. It consists in the fact that, for example, the partner has stated his arguments, and now you take the floor. But you do not object to him at all and do not contradict him, but, to the amazement of all those present, on the contrary, come to the rescue, bringing new evidence in his favor. But only for appearances. And then a counterattack follows, for example: “You forgot to cite such facts in support of your thought ...“ But all this will not help you, because ...” and then comes the turn of your counterarguments.
Thus, it seems that you studied the partner’s point of view more thoroughly than he did, and after that you were convinced of the inconsistency of his theses. However, this method requires particularly careful preparation.
Phase IV End the conversation and make a decision.
The last stage of the conversation is its completion. Successfully completing a conversation means achieving predetermined goals. At the last stage, the following tasks are solved:
decision-making
achievement of the main or (in an unfavorable case) secondary (alternative) goal;
providing a favorable atmosphere;
stimulating the interlocutor to perform the intended actions;
maintaining in the future (if necessary) contacts with the interlocutor, his colleagues;
compiling a summary with a clear main conclusion, understandable to all present.
There are two ways to accelerate decision making: direct and indirect acceleration.
DIRECT ACCELERATION. An example of such a technique: "Are we going to make a decision right away?" most often the interlocutor has not yet had time to make a decision, and therefore he answers: "No, not yet. I still have to think it over."
Using the "direct acceleration" technique, you can make a decision in the most short time. But such a technique often does not achieve its goal, since in 50% of such cases the interlocutor says "no".
INDIRECT ACCELERATION. This technique allows you to bring your interlocutor to the desired goal gradually. It has the advantage that you start working towards your goal fairly early, reducing the risk of failure.
There are four variations of this approach.
hypothetical approach. Almost all people experience some fear when they find themselves in a situation where they need to make a decision. In this regard, it is advisable to talk only about a conditional decision, so that the interlocutor relaxes and gets used to it gradually. The following formulations are suitable for this: "If ...", "If ...", "Suppose that ...".
step by step solutions. The final conclusion of the interlocutor can be prevented by assuming that the main decision of the conversation has already been made. Then only preliminary or partial decisions are made. Thus, you capture individual moments of decisions even before the interlocutor has given his consent. As a result, a strong influence (by suggestion) on the interlocutor in the right direction is achieved.
Alternative solutions. The essence of this approach is that you offer the interlocutor alternative solutions to the issue. It is important that both options suit you.
All of the above methods of indirect decision-making acceleration are productive on their own, and if they are used in combination, their efficiency will be even higher.
Using these methods, you kind of lead your interlocutor into a harmless dead end. He goes deep into it and involuntarily approaches the final decision.
The interlocutor remembers the final part of the speech best of all. This means that the last words have the most powerful effect on him. In this regard, it is recommended to write down and memorize the last few sentences, or at least the final one.
A few general tips for ending a conversation:
Feel free to ask the other person if they agree with your goal.
Do not show uncertainty in the decision phase. If you hesitate at the moment of making a decision, then do not be surprised if the interlocutor also begins to hesitate.
Always leave one strong argument in reserve to support your thesis, in case the interlocutor begins to hesitate at the time of making a decision.
Use credible arguments, as it is better if the interlocutor makes a decision now than later.
Don't back off until the other person says "no" clearly several times.
Do not surrender to the mercy of the interlocutor until you have tried all known forcing methods.
Watch the behavior of the interlocutor in order to understand in time that the conversation is coming to an end. End the conversation at the right time.
Having reached the goal, say goodbye to the interlocutor. As soon as a decision is made, thank the interlocutor, congratulate him on a reasonable decision.
The end of a conversation cannot be reduced to a mere repetition of its most important points. The main ideas should be formulated very clearly and concisely. You must give general conclusion easily digestible form, i.e. make a few logical statements full of meaning and significance. Every detail of the generalizing conclusion should be clear and understandable to all those present, there should be no place for superfluous words and vague formulations. In a generalizing conclusion, one main idea should prevail, most often stated in the form of several provisions that consistently express it in the most concise form.
In conditions market relations almost all cases, all labor actions, any collective labor begin, be carried out and end with the help of various business conversations in form, content and functions. In the work of a manager, a business conversation is an important tool for successfully solving many production issues and achieving many managerial goals. This applies to any areas of activity, incl. and the medical industry. The outcome of an important meeting often depends on the competent construction of a business conversation. Therefore, any manager needs to know the subtleties and features of this important procedure. Read about the intricacies of conducting a business conversation in the article of our author.
As the practice of training work with managers shows medical institutions, many managers do not attach much importance to the correct construction of a business conversation. In most cases, they act spontaneously - without prior preparation. As a result, later they cannot understand why what they were aiming at did not work out. In this regard, managers (especially young and just starting their managerial careers) should pay attention to the techniques, rules and methods of conducting a business conversation.
The concept and forms of business conversation
What does the concept of "business conversation" include? According to many psychologists, this concept is rather loose and difficult to define specifically. However, in the very general view under business conversation is understood as the meaningful desire of one person or a group of people through a word to arouse a desire in another person or group of people for an action that will change at least something in any situation or establish new relationships between the participants in the conversation.
Forms business conversations are varied. These include a fleeting short conversation, and a detailed heart-to-heart conversation, and an explanation of their requirements, and a dispute on a number of issues, and an attempt to reach agreement on any problem, and much more.
Traditionally, any business conversation goes through the following stages:
- starting a conversation and establishing contact;
— transfer of information;
- argumentation (statement of one's arguments, listening to the arguments of the interlocutor, acceptance or refutation of these arguments);
- summarizing, decision making.
The structure of a business conversation
Starting a conversation is a bridge between us and the interlocutor. The objectives of the first phase are:
- establishing contact with interlocutors;
- creating a pleasant (comfortable) atmosphere for conversation;
- to attract attention;
- awakening interest in the conversation;
- sometimes, if necessary, and "interception" of the initiative.
Many conversations often end before they even begin. Why? Because the first phrases of the conversation turned out to be too insignificant. But it is precisely the first few sentences that often have a decisive effect on the interlocutor, i.e. on his decision to listen to us further or not. The interlocutors usually listen more attentively to the very beginning of the conversation - often out of curiosity, waiting for something new, to relieve the tension that arises at the beginning of the conversation. It is the first two or three sentences that create the internal attitude of the interlocutor to us and to the conversation (working atmosphere).
Psychologists believe that a big mistake at the beginning of a conversation is:
1. Apologizing and showing signs of insecurity. Phrases like "Sorry if I interrupted", "I beg you to listen to me."
2. Disrespect and disregard for the interlocutor. Phrases like "I just happened to pass by and dropped in for a minute to you", "Let's quickly consider this question with you."
3. Attempts with the first questions to force the interlocutor to look for counterarguments and take a defensive position. For example: “I would like to discuss the following problem with you. It seems to me that you are extremely interested in discussing it right now.” The quite logical answer “But I don’t care about this problem now” is followed by a parry “Why doesn’t it bother you now? What are the reasons for this? Thus, the interlocutor finds himself in a defensive position, he must (whether he wants it or not) look for explanations, arguments that he did not think about beforehand.
- some news (but not shocking);
- the interlocutor and everything connected with him;
- common interests and topics.
The latter option requires some preparatory work, since here you need to act for sure and interest the interlocutor from the first phrases.
What techniques can be used at the beginning of a conversation.
Reception of stress relief is designed to establish close contact with the interlocutor. It is carried out with the help of warm words or pleasant phrases addressed to the interlocutor. A well-placed joke also defuses initial tension and creates a friendly environment for conversation.
The “hook” technique allows you to briefly state the situation or problem, linking it to the content of the conversation, and using this “hook” as a starting point for a planned conversation. For this purpose, one can successfully use some small event, comparison, personal impression, anecdotal incident or unusual question.
The technique of stimulating the game of the imagination involves posing at the beginning of the conversation many questions on a number of problems that should be considered in it. This technique is appropriate when talking with interlocutors who are distinguished by optimism and a sober view of the situation.
Taking a direct approach means getting straight to the point. Schematically, it looks like this: the reasons for which the interview was scheduled are briefly reported, quickly moving from general questions to private ones and proceeding to the topic of the conversation. This technique is more suitable for short-term and not too important business contacts, during telephone conversations.
The main requirement for the beginning of a conversation is that it should begin with the so-called "You - approach", that is, the ability of the person conducting the conversation to put himself in the place of the interlocutor in order to better understand him.
Phase transmission of information- the second phase of a business conversation. It creates the prerequisites for argumentation and consists of four stages:
- designation of the problem;
- the actual transmission of information;
- consolidation of information;
- designation of a new direction of informing.
To successfully complete all four stages, you must:
- concise and clear construction of the transmitted information: the more information is addressed to the interlocutor and the more indigestible it is, the less information our interlocutor will remember;
- skillful posing of questions: closed - at the first stage, when we want to speed up obtaining consent or confirmation of a previously reached agreement (for example, "Do you agree that the problem requires a comprehensive discussion?"); open (requiring some explanation) - at the second stage; rhetorical (“Can we consider such phenomena normal?”) and questions for reflection (“Did I understand your message correctly that ...”) - at the third stage; turning points (when enough information has been received on one problem and we want to move on to the next one or when we feel the resistance of the interlocutor and are trying to “break through”) - at the fourth stage;
- studying the reactions of the interlocutor: we do not let the interlocutor out of sight, observing his external reaction and movements; we make visual contact, i.e. we look into the eyes of the interlocutor when he sets out his point of view and ability to position;
- listen to the interlocutor: the truth is well known - everyone listens, but not everyone hears.
Let us dwell in more detail on the two sides of this complex process - the process of listening. First, in order for us to actively listen and consciously perceive the information being transmitted, we:
- focus only on the topic of conversation;
- we prevent the emergence of side thoughts, because the speed of thinking is four times greater than the speed of speech;
- do not consider counterarguments;
We use four active responses:
- clarification (we simply turn to the interlocutor for clarification of his words, our own understanding, etc.);
- paraphrasing (reformulating what is being said in your own words in order to check understanding or to direct the conversation in the right direction);
- reflection of feelings (finding out the correct understanding of the emotional state of the interlocutor, which optimizes communication and tells the partner that they understand him);
- summarizing (summarizing the main ideas and feelings of the speaker; this is, in fact, clarifying the meaning of the action performed by the speaker).
Secondly, in order to actively listen to us and consciously perceive the transmitted information, we:
- do not "go in cycles" in numerous enumerations (studies have shown that even trained people can accurately remember no more than five points);
- we try not to use "critical words", which especially affect the psyche, taking a person out of balance (for example, the words "earthquake", "rising prices", "galloping inflation", etc. cause a mental hurricane in some people, an unconscious desire arises protest and scandal, and people no longer follow what others say at that moment);
- we use the method of logical skeletonization of the transmitted information, which includes three sequential actions:
- the transmitted information is conditionally divided into semantic groups, between which logical pauses are placed;
- in each semantic group, the main words in terms of meaning are singled out, and a logical emphasis is placed on them;
- the entire range of voice capabilities is used and a figurative perspective of information is created by changing the volume, timbre of the voice, tempo, rhythm, pitch and tone of speech.
Recall the features of human perception of verbal information:
- the phrase should include no more than 11-13 words (according to some sources - no more than 7);
- the speed of pronunciation should be no more than 2-3 words per second;
- a phrase uttered without a pause for more than 5-6 seconds ceases to be realized;
- a person expresses 80% of what he wants to say, and those who listen to him perceive no more than 70% of this, understand - 60%, but they still have from 10 to 25% in their memory;
- with an impulsive emotional response, usually no more than a third of the perceived information is understood, since the resulting stress prepares the body for an active response (by releasing adrenaline into the blood, activating breathing and pulse, using reserves of sugar and fat), blocking the "unnecessary" in this moment brain work.
It is important, at every opportunity, to develop the skills of reflective (active) listening, the ability to listen. Those who really know how to listen to others have powerful tool influence, a tool that can be obtained by learning the following skills:
Read the continuation of the article in the journal "Medical Practice: Organizational and Legal Aspects" No. 7/2011.