购买

¥18.0

加入VIP
  • 专属下载特权
  • 现金文档折扣购买
  • VIP免费专区
  • 千万文档免费下载

上传资料

关闭

关闭

关闭

封号提示

内容

首页 贝恩咨询有效沟通-cmnctnstl2

贝恩咨询有效沟通-cmnctnstl2.ppt

贝恩咨询有效沟通-cmnctnstl2

光平
2019-04-25 0人阅读 举报 0 0 0 暂无简介

简介:本文档为《贝恩咨询有效沟通-cmnctnstl2ppt》,可适用于战略管理领域

bcCommunicationStylesAnalysisofStyleGivingFeedback(of)FrancesassumedthatcriticismshouldbetemperedwithpraiseincludingpraiseequalizestheotherwiseonedownpositionJohnrecognizedtheritualheardpraiseasfirststepofpatternappreciatedtactofapproachunderstoodthatcriticismwasthemainmessageAlassumedfeedbackwouldbedirectshouldbedirect:whatissaidisthemessageFrancetoldhimeverythingwasfinecriticismwassuggestionratherthandirectionSource:Source:Tannen,Deborah,ldquoTalkingFromtordquo,AvonBooks,Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,cmnctnstlbcCommunicationStylesStylisticNormsGivingFeedbackSource:Tannen,Deborah,ldquoTalkingFromtordquo,AvonBooks,Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,HierarchyEqualityStyleAssumptions:StyleAssumptions:BluntfeedbackisdirectandhonestFeedbackisaboutbusiness,notfeelingsBluntfeedbackiscallousandharshTherelationshipisasimportantasthemessageImportanttobetactfulincludepraiseGivingcriticismisaninherentlyoneuppositionitcanrsquotbedisguisedOneupnatureneedstobeequalizedldquoSavefacerdquobyprovidingpraiseaswellascriticismcmnctnstlbcCommunicationStylesStyleinActionGettingCreditforYourIdeas(of)IsabelleintroducesanideainameetingItisignoredLaterinthemeeting,Janesuggeststhesameideaagainexpandsonit,sellingittogroupIdeaisadoptedJanereceivescreditNeitherIsabellenorJaneacknowledgetheideaasIsabellersquosInitiatinggoodideasisnotenoughYoualsohavetogetcreditforthemSource:Tannen,Deborah,ldquoTalkingFromtordquo,AvonBooks,Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,cmnctnstlbcCommunicationStylesAnalyzingStyleGettingCreditforYourIdeas(of)Source:Tannen,Deborah,ldquoTalkingFromtordquo,AvonBooks,Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,Isabellersquoscommentsdidnotgetheardintroducedherideaindirectly,usingadisclaimerldquothisprobablywonrsquotworkbuthelliprdquospokesoftlyspokebrieflyspoketentativelyJanersquoscommentsdidgetheardintroducedherideadirectlyandsuccinctlyspokeenthusiasticallyspokeatlengthspokewithcertaintycmnctnstlbcCommunicationStylesStylisticNormsGettingCreditforYourIdeasSource:Tannen,Deborah,ldquoTalkingFromtordquo,AvonBooks,Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,HierarchyEqualityStyleAssumptions:StyleAssumptions:SeekvisibilityDownplaydoubtsotherwiseyoursquollappearinsecureClaimcreditforyourideasSeekequalexposureDownplaycertaintyotherwiseyoursquollappearboastfulGoodworkwillberecognizedShiftstatusuponebyclaimingcreditMaintainequalstatusbyneverclaimingcreditcmnctnstlbcCommunicationStylesAgendaCanYouUseThisModuleHowCommunicationWorksCommunicationandPerceptionStylesintheWorkplaceCommunicatingatBainUnderstandingYourIndividualStyleManagingCommunicationatBaincmnctnstlbcCommunicationStylesBainrsquosNorm(of)DirectcommunicationAggressiveinteractionProactiveproblemsolvingIdeaassessmentbychallengeBainrsquosdominantstylereflectsmanyhierarchicalcharacteristicsStylefavors:cmnctnstlbcCommunicationStylesBainrsquosNorm(of)WhileBainrsquoscommunicationnormisprimarilyhierarchical,thenormmaydependonthesituationcmnctnstlbcCommunicationStylesWhyItIstheWayItIsBainrsquosdominantstyleevolvedfromworkandclientneedsStylesupportsworkdirectcommunicationisfastbestforshorttimeframedisplayslogicclearlysoproblemscanbefoundquicklyStylemeetsclientneedsclientswantstronganalysispresentedclearlyexpectsBaintodrivedecisionsthroughtheirorganizationStylepreparesteamforclientinteractionchallengingideasincaseteamanticipateschallengesfromclientmatchespredominantstyleofmanyclientscmnctnstlbcCommunicationStylesAgendaCanYouUseThisModuleHowCommunicationWorksCommunicationandPerceptionStylesintheWorkplaceCommunicatingatBainUnderstandingYourIndividualStyleManagingCommunicationatBaincmnctnstlbcCommunicationStylesHowDoIKnowWhatMyStyleIs(of)Beginbyconsideringthefollowingcharacteristics:Source:Tannen,Deborah,ldquoTalkingFromtordquo,AvonBooks,Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,cmnctnstlHierarchicalEgalitarianFocusisachievinghigheststatusofgroupmembersFocusisonmaintainingequalstatuswithallgroupmembersStatesideasinstrongesttermsandwaitstofendoffchallengesPrecedesideaswithdisclaimers,waitsforotherstoexpandDownplaysdoubtDownplayscertaintyExploresideasbychallengingExploresideasbyinquiryDeliversordersascommandsDeliversordersassuggestionsUsesinterruptionsasmeanstochallengeUsesinterruptionsasmeanstosupportWantstotakecenterstageWantstosharespotlightComfortableclaimingrecognitionforworkComfortablegivingcredittoothersbcCommunicationStylesHowDoIKnowWhatMyStyleIs(of)Source:Tannen,Deborah,ldquoTalkingFromtordquo,AvonBooks,Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,LooktoseewhichcharacteristicsreflectyoumayhavesomefrombothstylesmayactdifferentlydependingonthesituationAskotherswhocommunicatewithyouforfeedbackAimtoobjectivelyunderstandyourconversationalhabits,ratherthanjusttakeonstylelabelLearnwhatyourhabitsare,understandhowtheyfunctioninBainrsquosenvironmentDonrsquotjustassumealabelcmnctnstlbcCommunicationStylesHowDoIKnowIfTherersquosaProblem(of)Keyphrasestolistenfor:ldquoYoujustdonrsquotseemconfidentrdquoldquoDonrsquotworryaboutwhetheryourideasareperfect,justgetthemoutthererdquoldquoYourideasarehardtofollowrdquoldquoYouhavetogettothepointfasterrdquoldquoYoutakethingstoopersonallyrdquoldquoYouneedtobemorevisiblerdquoldquoYouneedtodevelopyourleadershipskillsrdquoTherearecertainperformanceproblemsthatareoftenattributabletoaclashincommunicationstyleseventhoughtheyseemtoaddresssomethingelseSource:Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,cmnctnstlbcCommunicationStylesHowDoIKnowIfTherersquosaProblem(of)LookatthesituationobjectivelyGetfeedbackfrommanagersandfriendsConsideryourexperienceAreyouoftenfrustratedinyourjobAretheperceptionsofotherssignificantlydifferentfromhowyouseeyourselfDopeoplegrantyoulesscompetencethanyouthinkyoudeserveConsiderfeedbackDoothersidentifycommunicationproblemsConsiderthepossibilityDeterminewhich,orwhichpartoftheseproblemscouldresultfromcommunicationstyleclashcmnctnstlbcCommunicationStylesHowDoIKnowIfTherersquosaProblem(of)OperatingoutsidethegroupnormcanhavepotentiallysignificantconsequencesSource:Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,StyleclashescanimpactyouandassessmentofyourperformanceTakingstylisticbehaviorsliterallycanresultindiscomfortandfrustrationchallengesfeellikepersonalattacksopportunitiestobehearddonrsquotpresentthemselvesyourstylisticbehaviormaybetakenliterallyFrequentpausesperceivedaslackofconfidencePerceptioncouldimpactperformanceassessmentFrequentpausesperceivedasweakanalysiscmnctnstlbcCommunicationStylesIsBain#sStyleBetterThanMineThemeasureofastyleiswhetheritworksinthesettingyoursquoreinAllstylesareequallyvalidasstylesoneisnotquantifiablybetterthananotherallstylescanworkwellwithotherswhosharethatstyleButallstylesdonotworkequallywellineverysituationyourstylemaynotworkwellinthissettingSource:Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,cmnctnstlbcCommunicationStylesCanIChangeYoucanlearntooperateeffectivelyinnormsotherthanyourownNoonersquosstyleisabsolutecanlearntooperateeffectivelyinothernormsunderstandingwhypeopleactastheydodevelopabilitytomatchstylisticbehaviorsChangingisnotnecessarilyeasytakesawareness,focusandtimeSource:Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,cmnctnstlbcCommunicationStylesShouldIChangeFlexibilityisthekeyinsteadofchanging,expandyourstyleAddnewbehaviorstoyourcorestyleuseascalledforbysituationexpandthesituationsinwhichyouareeffectiveDevelopabilitytocommunicatesuccessfullyinrangeofenvironmentsInsteadofchangingyourstyle,youcanexpandyourstyleSource:Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,cmnctnstlbcCommunicationStylesHowDoIExpandMyStyle(of)RememberthatlearningnewstylebehaviorscanbedifficulttakestimeDevelopaplanthatprogressesinsmallsteps:Identifyonebehaviortolearn(forinstance,avoidingdisclaimersorsubstitutinginquiriesforchallenges)Plantopracticeonebehavioronceortwiceinanyonesituation(ieacaseteammeeting)LookforotheropportunitiestopracticecasualconversationvoicemailisgreatforpracticingAnswerFirstDevelopaplanforintegratingnewstylisticbehaviorscmnctnstlbcCommunicationStylesHowDoIExpandMyStyle(of)Whenyouaresuccessful,increasepracticeContinuetoincreaseinsmallstepsuntilthebehavioriscomfortableIdentifynextnewbehaviorandbegintopracticeTalktootherswhohavefacedthissituationforadditionalideascmnctnstlbcCommunicationStylesHowDoIExpandMyStyle(of)ProvideasourceofsupportandfeedbackinvolveyourmanagerorcaseteamleaderhookupwithapartnerAfriend,caseteammember,orcoachCelebratesuccessesReinforcesmallwinsaswellaslargeOnceyoursquovedecidedonyourplan,takestepstoensuresuccesscmnctnstlbcCommunicationStylesHowCanIExpandMyStyle(of)Targetsituation(s)toobservecaseteammeetingsclientmeetingspresentationsAnalyzewhatcontributestothemetamessagemessagecontentrelationshipbetweenparticipantsactivityatmosphereReallygettoknowyouraudiencecmnctnstlbcCommunicationStylesHowDoIExpandMyStyle(of)IdentifyyourhighestimpactmisseswithlistenergroupdecideonalternatebehaviortopracticeUseanyresourcesavailabletoprepareyourcommunicationAnswerFirststructurecoachormentorGetinpromsomeonewhoknowsthesituationmanagercaseteamleaderothercaseteammembermemberofclientteamSpendasmuchtimeplanninghowyoursquollcommunicateasyoudowhatyoursquollcommunicatecmnctnstlbcCommunicationStylesHowDoIIncreaseParticipationMeetingsSpeakofteninitiateideaschallengeothersrsquoideasSpeakforlongerperiodsoftimeDonrsquotworryaboutbeingrightmanagersaremoreinterestedinhowyouprocessideasWheninterrupted,reassertyourpointWhenchallenged,persistinmakingyourpointSource:InterviewswithBainmanagerscmnctnstlbcCommunicationStylesHowDoICommunicateClearly(of)UseAnswerFirsttostructurecommunicationsprovidebackground,complication,questionandanswerworkfrombroadconceptstospecificevidenceusestructuretoleveragetheirtimeprovidedetailsonlyasneededbylistenerhighlightkeyconcepts,outstandingissues,openquestionspresentyourrecommendationswithoutqualificationsUseshortsentences,activelanguageSource:Minto,Barbara,ldquoThePyramidPrinciplerdquo,FTPitmanPublishing,BainCommunicationSkillsWorkshopcmnctnstlbcCommunicationStylesHowDoICommunicateClearly(of)Stateideasdirectly,withoutneedforinterpretationldquoIagreewithMariaWeshoulddomoreinterviewsrdquoinsteadofldquoMariahassomegoodinterestingpointsWecertainlycoulddomoreinterviewsMaybeweshouldOfcourse,itwouldtakemoretimerdquoStateideaswithoutdisclaimersldquoBillJohnsonrsquosanexpertinthisareaWeshouldtalktohimrdquoInsteadofldquoThismaysoundlikeacrazyidea,anditrsquosnotexactlythedirectionwersquoreheading,butmaybeweshouldthinkabouttalkingtoBillJohnsonImean,Ithinkhersquosdonealotofworkinthisarea,butIcouldbewayoffbaserdquoSource:Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,cmnctnstlbcCommunicationStylesHowDoIGainRecognitionForMyWorkInitiateideas,thenexpandonthemClaimownershipforideasoraccomplishmentsSayldquoIrdquoinsteadofldquoWerdquoSource:Tannen,Deborah,ldquoYouJustDonrsquotUnderstandrdquo,BallantineBooks,NewYork,cmnctnstlbcCommunicationStylesResourcesandSupportForadditionalsupport,contacttheHumanResourcesorTrainingDepartmentsSupportandresourcesavailable:coachingtoassistinaddressingcommunicationconcernstrainingtoexpandcommunicationstyle:communicationworkshoponeononecoachingexternaltrainingclassesThesourceforinternalandexternalresourcesisHumanResourcesorTrainingcmnctnstlbcCommunicationStylesAgendaCanYouUseThisModuleHowCommunicationWorksCommunicationandPerceptionStylesintheWorkplaceCommunicatingatBainUnderstandingYourIndividualStyleManagingCommunicationatBaincmnctnstlbcCommunicationStylesManagingStyles:UnderstandingtheProblemPerformanceproblemsliketheseusuallyattributedtolackofcompetence:lacksconfidence,seemsinsecuredoesnrsquottakedirectionwellmicromanagesjustdoesnrsquotcatchonRootcauseofperformanceproblemmightbecommunicationinsteadofcompetencecmnctnstlbcCommunicationStylesManagingStyles:UnderstandingtheProblemSourceofproblemcouldbecommunicationstyles:cmnctnstlPerceptionIntentionLacksconfidence,seemsinsecureAsksquestionsbecausethatrsquoshowtoparticipatewithoutboastingDoesnrsquottakedirectionwellDoesnrsquotrespondtoordersbecausetheyarephrasedasquestions(ldquoDoyouthinkthatcangetdonebyFridayrdquo)MicromanagesChecksinfrequentlybecausethatrsquoshowtodemonstrateinterestintheteamJustdoesnrsquotcatchonDoesnrsquotshareideasincaseteammeetingsbecausetheatmosphereistoohostilebcCommunicationStylesManagingStyles:HowDoYouKnowWhattheProblemIsDistinguishwhatobservablebehaviorsleadtoyourassessment:Assessment:canrsquotdotheworkBehaviors:doesnrsquotgetassignedworkdone,ideasdonrsquotmakesenseAssessment:canrsquotlead,nosenseofauthorityBehaviors:directionsarenrsquotclear,norespectfromthepeoplewhoreporttohimherFirststep:SeparatebehaviorsfromassessmentcmnctnstlbcCommunicationStylesManagingStyles:HowDoYouKnow(of)LookatthesituationobjectivelyrememberthatyourstylecanblindyoutootherstylesConsiderwhatcouldbetheresultofcommunicationstylesdoesnrsquotgetassignedworkdone,ideasdonrsquotmakesensecompletesthework,butdoesnrsquotspeakupinmeetingspresentsideasindirectlyinsteadofdirectlydirectionsarenrsquotclear,norespectfromthepeoplewhoreporttohimhergivessuggestionsinsteadofordersConsiderwhatpartcommunicationmightplayintheproblemcmnctnstlbcCommunicationStylesManagingStyles:HowDoYouKnow(of)Consideradditionalinformationyouhavedoesnrsquotgetassignedworkdone,ideasdonrsquotmakesensehaveaskeddirectlyifassignmentswerecompletedtheywereinoneononemeetingcouldclearlyexplainideasConsideradditionalinformationyouneedmayneedtodiscussthesituationandgatherinformationfromtheindividualfromotherswhoknowthesituationfromotherswhoknowmoreaboutcommunicatingMakeadecisionbasedonthedatastylemaybeall,partof,ornoneoftheproblemTestthepossibilityagainstreality,anddecidecmnctnstlbcCommunicationStylesManagingStyles:PreparingtoCoach(of)Eachpersonrsquoscommunicationstyleisasnaturaltothemasbreathingtheirstyleisinvisibletothemitisanintegralpartofwhotheyareanyproblemiftheyareawareofitisnrsquottheirsfromtheirperspective,everyoneelsehastheproblemfromtheirperspective,theyarerightYourperspectiveandpointofviewonthesituationisinfluencedbyyourownstyleweallthinkourstyleisldquorightrdquoyourbiasmaycauseresistanceinthelistenerpositionalthinkingwillnotmotivatesomeonetochangeTherearekeypointstoremembertomakecoachingcommunicationsuccessfulcmnctnstlbcCommunicationStylesManagingStyles:PreparingtoCoach(of)Changingstylemayseemaneasyandobvioussolutiontoyouconsequently,youmayexpectthemtogreetyoursuggestionwithglee,andgetrightonitTothem,itmayseemthreatening,impossible,oreveninsultingmayhearthatwhotheyareiswrongmayhavenoideahowtomakechangesmayfeel(strongly)thenormiswrong,anditshouldchangeEveniftheywanttochange,doingsocanbedifficultthehabitstheyhaveareingrained,oftenfrombirthsuccessfulinthesystemtheyaremostfamiliarwithConsiderthesituationfromtheirpointofviewcmnctnstlbcCommunicationStylesManagingStyles:BeforeYouStartThemessageis:allstylesareequallyvalidasstylesoneisnotquantifiablybetterthananotherallstylescanworkwellwithotherswhosharethatstylebutallstylesdonotworkequallywellineverysituationtheirstyleisnotworkingwellinthissettingtobemoreeffective,recommendtheyexpandtheirstyleBeclearonthemessagecmnctnstlbcCommunicationStylesManagingStyles:IntheCoachingSession(of)Identifyandhelpthemunderstandtheproblemstatetheproblemingeneraldescribespecificbehaviorsthatillustratetheproblem(iebeingquietincaseteammeetings)askaboutwhytheyactthewaytheydo(theirintendedcommunication)providefeedbackonhowbehaviorisperceivedhelpthemseetheldquomissrdquoSuggestpossibilityofaclashincommunicationstylesemphasizeproblemissituational,notpersonaltheirstyledoesnotworkwellinthissettingTherearespecificstepstoconveythemessageFirst,introducetheproblemcmnctnstlbcCommunicationStylesManagingStyles:IntheCoachingSession(of)Explaincommunicationstyles:whattheyare,howtheyworkgeneralconceptstylesandhowtheyworkBainrsquosnormspecificapplicationuseexamplesatBainotherswhohavehadsimilarstylecharacteristicsotherswhohavehadstyleclashesfocusonexplainingandgettingbuyinontheproblemaddresssolutionslaterNext,explaincommunicationstylesingeneral,andinthissituationcmnctnstlbcCommunicationStylesManagingStyles:IntheCoachingSession(of)ExplainvalueofBainrsquosnormincaseteamsituationsatclientsRecommendexpandingstyleinordertobettermatchBainrsquosnormgiveexamplesEmphasizethatyouareseekingaresult:changedbehaviorhowtheycorrecttheproblemistheirchoiceExplainconsequences(ifany)ofstatusquoHelpthemunderstandwhyBainisthewayitis,thensuggesthowtheycanincreaseeffectivenessinthisnormcmnctnstlbcCommunicationStylesManagingStyles:IntheCoachingSession(of)Bepreparedto:addressresistanceconcernsldquoWhyshouldIchangeTheyrsquoretheoneswhoareruderdquoldquoAreyousayingthereissomethingwrongwithmerdquodiscussprorsquosandconshigherlevelofeffectivenessinmoresituationsitisnrsquoteasytakesconcentrationprocessmaybeslowProvidesuggestionsandresourcesOnceyouhaveexplainedthesituation,provideopportunitytorespondcmnctnstlbcCommunicationStylesManagingStyles:CoachingTips(of)Remember,thesituationisneutralaclashinstylesnotaresultofconscious,problematicbehaviornooneisatfaultFocusonexpandingskills,notdumpingoldstyleinfavorofnewoneUsespecificexamplesgeneralexamplesillustratetheconceptspecificexamples,storiesmaketheconceptrealCoachingprocesshasstrongimpactonsuccessChangeshouldbepresentedasbeneficialandpossiblecoachshoulddemonstrateempathycmnctnstlbcCommunicationStylesManagingStyles:CoachingTips(of)Beginbydiscussingconcretebehaviors,notperceptionsstartwith,ldquoYoudonrsquotshareyourideasincaseteammeetingsrdquonotldquoYouseemtolackconfidencerdquoNext,maketheconnectionbetweenbehaviorandperceptionldquoYoumaybewaitingbecauseyouwanttobesureofwhatyousay,ldquobuttheresultisaperceptionthatyouarehesitantanduncertainrdquoTreatthesituationseriouslyacknowledgethatchanginghabitsishardcmnctnstlbcCommunicationStylesManagingStyles:WhattoDo(of)Inordertoincreasedirectness:stateideaswithoutqualificationorhedgingldquoIagreewithMariaWeneedtodomoreinterviewsrdquoinsteadofldquoMariahassomegenerallyinterestingpointsWecertainlycoulddomoreinterviewsOfcourse,itwouldtakemoretimerdquostateideaswithoutdisclaimers:ldquoBillJohnsonrsquosanexpertinthisareaWeshouldtalktohimrdquoinsteadofldquoThismayjustbeacrazyidea,anditrsquosnotexactlythedirectionwersquoreheading,butmaybeweshouldthinkabouttalkingtoBillJohnsonImean,Ithinkhersquosdonealotofworkinthisarea,butmaybeIrsquomwayoffbaserdquoThemostcommonstyleclashesatBainareintheareasofdirectnessandclaimingownershipofideascmnctnstlbcCommunicationStylesManagingStyles:WhattoDo(of)Toincreasedirectness:focusonreportinginformationinsteadofbuildingrapportdonrsquotraiseyourvoiceattheendofastatementifyouaremanaging,makedemandsinsteadofsuggestionsldquoCompletethisbyThursdayrdquoinsteadofldquoItwouldbegreattohavethisbyThursday,okrdquocmnctnstlbcCommunicationStylesManagingStyles:WhattoDo(of)Inordertoincreaseownershipofideas:speakoutinsteadofwaitingtoberecognizedspeakl

用户评价(0)

关闭

新课改视野下建构高中语文教学实验成果报告(32KB)

抱歉,积分不足下载失败,请稍后再试!

提示

试读已结束,如需要继续阅读或者下载,敬请购买!

评分:

/49

VIP

在线
客服

免费
邮箱

爱问共享资料服务号

扫描关注领取更多福利