贝恩沟通方法有效沟通clientskillw003

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1、Author: Kim SoskinCommunication StylesApril 1998Copyright 1998 Bain & Company, Inc. Reviewer:Dianne Ledingham Liz RamosCartha OHareKara Gruver 1CBJHu801BJbc Can You Use This Module?How Communication WorksCommunication and PerceptionStyles in the WorkplaceCommunicating at BainUnderstanding Your Indiv

2、idual StyleManaging Communication at BainAgenda2CBJHu801BJbc For communication to be effective, the listener must receive the message the speaker transmits in the way the speaker intendsCommunication breaks down if the listener and the speaker do not share the same communication stylewhat is transmi

3、tted is not what is receivedYou can increase your effectiveness in communicating by: understanding your listeners communication styleexpanding your ability to communicate in your listeners styleUnderstanding your audience is key for successful communicationOverview3CBJHu801BJbc Can You Use This Modu

4、le?How Communication WorksCommunication and PerceptionStyles in the WorkplaceCommunicating at BainUnderstanding Your Individual StyleManaging Communication at BainAgenda4CBJHu801BJbc Audience Communicators:anyone who wants to increase communication effectivenessindividuals experiencing difficulty co

5、mmunicating in Bains predominant styleManagers:anyone who manages a Communicator This module is designed for two audiencesCan I Use This Module?5CBJHu801BJbc Understand impact of communication style on performance Identify the elements of communication stylesRecognize the primary communication style

6、 at BaincharacteristicsvalueAssess your communication strengths/weaknesses in Bain environmentIdentify means to build skills personalinternal/external resourcesThere are five objectives for communicators:Can I Use This Module? (Objectives: Communicators)6CBJHu801BJbc Clarify the impact of communicat

7、ion style on the perception of performanceAddress style concerns during appraisal/coaching sessionsDescribe Bains primary stylecharacteristics and valueAssess individuals style characteristics in Bain environmentProvide alternatives to increase effectivenessThere are six objectives for managers:Can

8、I Use This Module? (Objectives: Managers)7CBJHu801BJbc 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?Fee

9、l like its 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 communicator: Listen incredulously as someone else takes credit for your ideas?Find yourself interrupted constantly? Present solid, well-thought out ideas only

10、 to have them attacked?Dread that you will be asked something you dont know?At caseteam meetings, do you:Can I Use This Module?8CBJHu801BJbc If you answer “yes” to any of the following questions, this module will be useful to you as a communicator: At caseteam meetings, do you:Marvel at the confiden

11、ce of your team members? (Particularly those who were significantly less prepared than you)Know if you could just talk to your manager one-on-one then you could explain yourself?“You have to speak up more”“You should be more direct”“You just dont seem confident”“Dont worry if your ideas are perfect,

12、 just get something out there”“Have you thought about signing up for a communication workshop?”In performance reviews, do you hear:Can I Use This Module?9CBJHu801BJbc “You have to speak up more”“You should be more direct”“You just dont seem confident”“Dont worry about whether your ideas are perfect,

13、 just get them out there”If you are planning to give any of the following advice in an upcoming coaching meeting, this module is important for you as a manager: “Im not sure youre ready to work with the client”“Im not sure youre ready to be promoted”“Im not sure about your future at Bain”Can I Use T

14、his Module?10CBJHu801BJbc Can You Use This Module?How Communication WorksCommunication and PerceptionStyles in the WorkplaceCommunicating at BainUnderstanding Your Individual StyleManaging Communication at BainAgenda11CBJHu801BJbc Communication: “To transmit information, thought, or feeling so that

15、it is satisfactorily received or understood”Communication is successful only when what you have transmitted is receivedSource: Websters New Collegiate Dictionary, G&C Merriam Company, 1995, Process Of Communication12CBJHu801BJbc Intention: TransmitMessageReceiveIntention: TransmitMessageReceiveSucce

16、ssful:Unsuccessful:Process Of Communication13CBJHu801BJbc Communication operates on two levels:message: 8information, thought or feeling8expressed through wordsMetamessage: 8information about the interactionrelationship, attitude, activity, atmosphere8expressed through language usagevoice and bodyde

17、gree of directnessCommunication is transmitted on two levels: message and the metamessage. Both must be interpreted accurately for interaction to be successful.Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990; Bateson, Gregory, “Steps to an ecology of Mind”, Ball

18、antine Books, New York, 1972 How Communication Happens14CBJHu801BJbc Metamessages provide the key to interpreting the conversation.Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990; Bateson, Gregory, “Steps to an Ecology of Mind”, Ballantine Books, New York, 1972

19、Metamessage identifies activity and atmosphere of interactionargument or chatinquiry or challengeIdentifies speakers assumption of relationship with listenersuperior/subordinatepeerfriend/adversaryIs conveyed through word usage, body language, directnesshumorous or serioushostile or collaborativeUnd

20、erstanding Metamessages15CBJHu801BJbc Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990; Bateson, Gregory, “Steps to an Ecology of Mind”, Ballantine Books, New York, 1972WordsLanguage usage:Form:Function:Choice and combination of wordsStatement, questions, exclama

21、tionCommand, inquiry, apology, compliment, etc.BehaviorsVoice:Body:Tone, inflection, pace, pauses, volume, durationPosture, movement, gestures, facial expressions, eye contactDegree of directnessDegree to which meaning is literal or subject to interpretationMetamessage is a combination of words and

22、behavior. To interpret metamessage, consider:How Metamessages Provide Information16CBJHu801BJbc Directness indicates whether what you say is what you meanessential component of metamessagethe more indirect the communication, the more need for interpretation8greater opportunity for misunderstandingFu

23、ndamental element of communicationuse varies significantly within styles and within culturesDirectness is indicated through word choice, voice, and/or body languageThe more indirect a communication, the more likely it will be misinterpretedSource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books,

24、1994Effect of Indirectness17CBJHu801BJbc Degree of directness affects the meaning of the messageSource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994 What You SayWhat You MeanDirectCould you turn up theheat? Could you turn up the heat?IndirectIs it cold in here? Could you turn up the heat

25、? Whats the temperature herecompared to somewhere else? Is the window open?DirectBring me the client list. Bring me the client list.IndirectDo we have the clientlist? Bring me the client list. Why isnt the client list on mydesk? Is the client list done yet?Degree of Directness: Examples18CBJHu801BJb

26、c Intention: TransmitInterpretReceiveorMessageideas, thoughts, feelingsexpressed wordsMetamessageinformation about the interactionexpressed in language usage, behaviors and level of directnessUnderstanding Communication19CBJHu801BJbc “Can I Help You?”The same words have different meanings when combi

27、ned with different behaviors. Successful communication depends on accurate interpretation of words and behaviors.Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 SmileDirect eye contactSoothing toneLeans toward speakerOpen postureFrownNo eye contactImpatient tone

28、Turned from speakerTaps fingers on deskSmirkRolls eyes upwardChallenging toneLeans back in chairArms crossed over chestMetamessage Examples20CBJHu801BJbc Possible combinations of language and behavior are dizzyingneed “shorthand” process for interpreting metamessageCommunication styles provides proc

29、esspatterns of automatic, ritualized behaviors8provide predictable process for communication8allows quick interpretationmessage contentrelationship between participants activityatmosphereCommunication style is the “logic” we use to make sense of interactionsSource: Tannen, Deborah, “You Just Dont Un

30、derstand”, Ballantine Books, New York, 1990 Process of Communication21CBJHu801BJbc Style consists of automatic, ritualized patterns of interaction“Hi, how are you?”“Fine, thanks. And you?“Fine.”“May I help you?”“No thanks, Im just looking.”“Let me know if I can help.”The initial statement signals th

31、e beginning of the ritualThe following steps complete the shared patternSource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Understanding Style: Example22CBJHu801BJbc Ritualized patterns for greeting people y

32、ou 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; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 United States:“How are you?”“Fine.

33、How are you”“Fine, thanks”Philippines“Where are you going?”“Over there”France“Bon jour”“Bon jour”Accompanied by handshakeUnderstanding Style: Example23CBJHu801BJbc Our communication style is our characteristic speaking pattern.Source: Tannen, Deborah, “The Power of Talk: Who Gets Heard and Why”, Har

34、vard Business Review, September-October, 1995 Style allows us to consistently predict and respond to metamessage of communicationStyle is based on culturally learned signalsuse to convey and interpret meaningnegotiate relationshipsevaluate one another as peopleIndividual style is influenced by:ethni

35、citygenderclassgeographic regionfamily/community normsageacademic backgroundUnderstanding Style24CBJHu801BJbc Our own style is invisible to us we take it for grantedWe assume everyone uses the same style we doexpect communication will be predictableStyle configures how we communicate, but we are una

36、ware of itSource: Tannen, Deborah, “You Just Dont Understand”, Ballentine Books, 1990 Understanding Style25CBJHu801BJbc Communication is most successful when styles matchmessage and metamessage accurately interpretedboth parties are satisfiedHowever, different people use different stylesWhen styles

37、dont match, communication can failinterpretation is not accurate8pattern is interpreted literallyboth parties are frustratedone or both may feel they have not communicated Successful communication depends on mutuality of stylesSource: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, Ne

38、w York, 1990Components of Successful Communication26CBJHu801BJbc Confusion between intent and effect causes frustration in both partiesSource: Tannen, Deborah, “Talking 9 to 5”, Avon Books, 1994When Styles Clash27CBJHu801BJbc Missing the ritual aspect of style can cause confusion, frustration and ev

39、en insultSource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 United States:“How are you?”“Fine. How are you?”“Well, my backs been bad” Philippines“Where are you going?”“No where. Im standing here talking to y

40、ou.”France“Bon jour”“Hey, howre ya doin?”Style Clash: Examples28CBJHu801BJbc Listeners receive best when transmission matches their style Your can increase effectiveness bygaining understanding about your listeners styleexpanding personal style to match listeners styleadapting to audience more reali

41、stic than expecting them to adapt to youExpanding your style to match that of your listener(s)will improve your communicationSource: DISC Work Style Profiles, (need rest of reference)*Increasing Your Effectiveness29CBJHu801BJbc Can You Use This Module?How Communication WorksCommunication and Percept

42、ionStyles in the WorkplaceCommunicating at BainUnderstanding Your Individual StyleManaging Communication at BainAgenda30CBJHu801BJbc Source: DuPraw; Marcell E and Axner; Marya “Working on Common Cross-Cultural Communication Challenges; Topsfield Foundation, 1997; Tannen; Deborah; “Talking From 9 to

43、5”; Avon Books, 1994 Your communication style can impact perception of your competenceSue speaks out in meetings, stating her ideas forcefully, and challenging othersMatch:Sue is confidentClash:Sue is rude and arrogant When styles match, perception of listener is positiveWhen styles clash, perceptio

44、n of listener is often negativeCommunication and Perception31CBJHu801BJbc Same situation from another perspective has same resultSue focuses her participation in meetings on supporting others ideas and asking questionsMatch:Sue is collaborativeClash:Sue is insecure Source: Tannen; Deborah; “Talking

45、9 to 5”; Avon Books, 1994Communication and Perception32CBJHu801BJbc Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994Perception becomes the basis for future actionSue speaks out in meetings, stating her ideas forcefully, and challenging othersMatch:Sue is confidentClash:Sue is rude and arr

46、ogant “Sue has real leadership potential”“Im not sure Sues got what it takes to lead this team”Communication and Perception33CBJHu801BJbc Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994Sue focuses her participation in meetings on supporting others ideas and asking questionsMatch:Sue is c

47、ollaborativeClash:Sue is insecure“Sue has real leadership potential”“Im not sure Sues got what it takes to lead this team”Communication and Perception34CBJHu801BJbc Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994Your communication often represents your workjudgments about work often infe

48、rred from how it is presentedmuch of that presentation is in the form of talkWhen style doesnt match norms, work (instead of style) may be judged inadequateMissed signals have powerful impact:reduced personal satisfaction reduced opportunities to excelskewed performance assessmentIn the workplace, y

49、our communication style impacts perception of your competenceImplications at Work35CBJHu801BJbc Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994Your communication style can impact perception of your competenceSue speaks out in meetings, stating her ideas forcefully, and challenging others

50、Match:Sue is confidentClash:Sue is rude and arrogant “Sue should be promoted”“Lets wait and consider her for next year”Implications in the Workplace: Example36CBJHu801BJbc Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994Sue focuses her participation in meetings on supporting others ideas

51、and asking questionsMatch:Sue is collaborative, has leadership potentialClash:Sue is insecure, cant lead team“Sue is the one to handle this new project”Sues not ready to take on this level of responsibility”Implications in the Workplace: Example37CBJHu801BJbc Can You Use This Module?How Communicatio

52、n WorksCommunication and PerceptionStyles in the WorkplaceCommunicating at BainUnderstanding Your Individual StyleManaging Communication at BainAgenda38CBJHu801BJbc Every community has a communication normthe “way things are done”8many styles may be present in group8dominant style becomes group norm

53、Workplaces, like other communities, have communication normsdominant style depends on8style of leaders8type of industry8regional location8size of organization8client needs8work processesSource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994Dominant communication style within a group is its

54、 norm Communication Styles in the Workplace39CBJHu801BJbc Generally two communication styles in an organizationhierarchy: organizes relationships in terms of statusequality: organizes relationships in terms of connectionDominant style will become organizations normThere are generally two primary sty

55、les in the workplace. They are organized by a focus on hierarchy or equality.Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994 Communication Styles in the Workplace40CBJHu801BJbc Both systems organize interactions and relationships - they just do it differently.Source: Tannen, Deborah

56、, “You Just Dont Understand”, Ballantine Books, New York, 1990, Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994 HierarchyObjectiveDescriptionProcessEqualityMaintain equal status in groupEach group member strives to minimize differences by maintaining appearance of equal statusMembers avoid

57、taking center stage, deflect or share attention if they get it, avoid challenges Maintain ranked status in groupEach group member strives to be one up by putting others downIndividuals jockey for center stage, challenge those who get it, leader deflects challenge Characteristics of Hierarchy and Equ

58、ality41CBJHu801BJbc The world is seen very differently in each system.Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Hierarchy/Equality (Views of the World)42CBJHu801BJbc Process of interaction is also seen very differently by the two systems.Source: Tannen, De

59、borah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Hierarchy/Equality Interaction43CBJHu801BJbc The function of both systems is to organize relationships in terms of both status and connectionTheir primary focus is differentThe two systems differ in their focus, not their function.S

60、ource: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Function and Focus of Workplace Styles44CBJHu801BJbc Each style tends to be biased toward own norm, has a negative view of the other, and misses elements that dont fit their perception of themselves. Source: Tannen,

61、 Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Styles View of Each Other45CBJHu801BJbc Historically, workplace was primarily malemen tend to communicate in hierarchical styleworkplace reflects influence8many organizati

62、ons have hierarchical normWomens presence introduced new stylewomen tend to communicate in egalitarian styleorganizations adopt new style to the degree it:8reflects style of leaders8is represented in organization8supports work practicesmay use style situationally if not used as normCommunications in

63、 the workplace reflect the generally different styles of men and women.Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 The Impact of Gender46CBJHu801BJbc Each of us believes deeply:our norm is the best wa

64、y to communicate8makes the most sense, has the most value8everyone should communicate the way we doif they dont, they should changeThis bias reduces effectiveness in a norm that doesnt match our styleWe hold strong biases about the group norm we subscribe to.Source: Tannen, Deborah, “Talking From 9

65、to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Understanding Group Norms47CBJHu801BJbc Whenever you join an established community, individual style may or may not match group normIf it doesnt, may clash with some or many stylistic behaviors can

66、 be very frustratingclashes may feel personalremember: clashes result from stylistic differencesIf your style clashes with organizations norm:get smart about operating effectively within itlook at new group as new audience8focus on learning how audience functionsWhen you join a group, your individua

67、l style may or may not match the norm.Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994 Joining a New Group48CBJHu801BJbc Observe it to understand itcompare what they do to what you dolook for congruencies in your values and theirs8both value delivering an excellent product8process fo

68、r doing so is differentunderstand how their process serves the cultureKey to understanding another groups norm is objectivitystrategically assess new culture8what it takes to be heard8what it takes to have work recognized8what it takes to excelEvery style is logical and valuable to the individual or

69、 organization that holds it Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Understanding Others Group Norms49CBJHu801BJbc Each style has a “way of doing things.” Style characteristics are summarized here

70、, and explained in detail in the next section.Source: Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Style in Action: A Summary50CBJHu801BJbc Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1

71、994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Scenario 1Scenario 2Mario looks for an opportunity to speak in meetingsOthers speak without stopping, or interrupt each other quicklyHe leaves the meeting without saying anythingAs Simone speaks, she pauses brieflyexp

72、ects others to jump in and challenge ideasWhen no one does, she continues to elaborate on her ideaStyle in Action - Participation in Meetings51CBJHu801BJbc Both Mario and Simone are using pauses to signal when to start and end their participationMario is looking for a long pause as a way inSimones b

73、rief pauses are invitations for others to join herNeither are operating in a norm that matches their styleMarios group use pauses too short for him to recognize8Mario feels he cant get a word in edgewise8his group thinks he doesnt have anything to contributeSimones group needs longer pauses than she

74、 provides8Simone feels like she is always carrying the ball8her group thinks she is self-absorbedKey takeawaySource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Analyzing Style - Participating in Meetings52CB

75、JHu801BJbc Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Stylistic Norms - Participating in MeetingsHierarchyEqualityStyle AssumptionStatus AssumptionMeetings are a chance to grab the spotlightAssert St

76、atus By:Speaking AssertivelyHolding the floorChallenging others ideasInterruptingMeetings are a place to connect around shared concernsMaintain equal status by:Speaking only when invitedfollowing long pausefollowing literal invitation:“What do you think?”53CBJHu801BJbc During training, a hospital re

77、sident asked questions aboutpatients and their illnessesmethods of providing careAt end of term, resident received a poor evaluationSupervisors explanation was resident knew less than others in group evidence: “You asked more questions” Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 199

78、4; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Style in Action - Asking Questions54CBJHu801BJbc Source: Tannen, Deborah, “The Power of Talk: Who Gets Heard and Why”, Harvard Business Review, September-October, 1995 Resident and Supervisor held different expectations

79、 of questionsresident: 8questions indicated competencehad to have knowledge to know what to askasking questions resulted in better care for patientssupervisor8questions indicated ignoranceyou only ask what you dont knowthe more questions, the more ignorance8style perception outweighed other evidence

80、 of competenceAnalysis of Style - Asking Questions55CBJHu801BJbc Source: Tannen, Deborah, “The Power of Talk: Who Gets Heard and Why”, Harvard Business Review, September-October, 1995 Stylistic Norms - Asking Questions56CBJHu801BJbc Apologies are used to accept blame and to demonstrate concern. They

81、 are an important element of negotiating status in relationship.Source: Tannen, Deborah, “The Power of Talk: Who Gets Heard and Why”, Harvard Business Review, September-October, 1995 Scenario 1Tyler delivers his report late He says: “Im sorry the report is late”His boss says: “I accept your apology”

82、Scenario 2Tyler delivers his report late He says: “Im sorry the report is late”His boss says: “Its okay. The deadline was tight.”Scenario 3Tyler delivers his report late He says: “This just didnt turn out well at all”His boss says: “Im sorry. I know youve worked hard on this.”Style in Action - Apolo

83、gizing57CBJHu801BJbc Source: Tannen, Deborah, “The Power of Talk: Who Gets Heard and Why”, Harvard Business Review, September-October, 1995 Scenario 1Tyler delivers his report late He says: “Im sorry the report is late”His boss says: “I accept your apology”Scenario 2Tyler delivers his report late He

84、 says: “Im sorry the report is late”His boss says: “Its okay. The deadline was tight.”Scenario 3Tyler delivers his report late He says: “This just didnt turn out well at all”His boss says: “Im sorry. I know youve worked hard on this.”Response assigns blame to apologizerPuts apologizer in one-down po

85、sitionResponse shares blameMoves apologizer out of one-down positionRestores balance to relationship Response expresses concernneither shares or assigns blameshifts focus from negative to positiveRestores balance to relationshipAnalyzing Style - Apologizing (1 of 2)58CBJHu801BJbc Most obvious misint

86、erpretation is between accepting blame and demonstrating concernfrequent apologizing may be heard literally8even if meant to express concern8may be seen weaker, incompetent, blameworthy Avoiding apology also can be misinterpretedgenerally intended as a way to save facecan be taken as unwillingness t

87、o take responsibility8blind to effect of actions on othersAs with any activity which serves multiple purposes, apologies can easily be misinterpreted.Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Analyz

88、ing Style - Apologizing (2 of 2)59CBJHu801BJbc Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Stylistic Norms - Apologizing60CBJHu801BJbc Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994;

89、 Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Presenting ideasWe should stop theinterviews immediately andshift instead to phonesurveys.I know weve put a lot of time intothese interviews, and they areuseful, but Im wondering ifmaybe we should consider phonesurveys. I

90、m sorry to disrupteverythingResponse fromgroupHave you calculated thecosts? Theyve got to beoutrageous. And well neverconvince the client? Itll killour credibilityNo, dont worry. Its a good idea.Explain a little more about how itwould work. Now, what do youthink about cost? Would there beany problem

91、 there?RebuttalI already explained how wecould make up the costs.The client is not a problem,we just have to show howbeneficial this is. We can dothat easily.I could be wrong, but I dont thinkthe costs will be any problem. Itook a first pass at a new budget,and it seemed to be fine. I cantake anothe

92、r look.JanDeanStyle in Action - Presenting Ideas in Meetings (1 of 2)61CBJHu801BJbc Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Both scenarios are relying on patterns of interaction to test ideas and

93、deliver a good productJans meeting uses verbal opposition8a ritual fight8tests for weaknesses through challenges and rebuttals8presenter holds center stage and fends off challengersDeans meeting uses verbal support8a ritual discussion8tests for weaknesses through inquiry and dialogue8presenter share

94、s interaction and invites interactionIf individual style does not match normJans meeting may feel like series of hostile, personal attacksDeans meeting may feel like nothing gets doneStyle in Action - Presenting Ideas in Meetings (2 of 2) 62CBJHu801BJbc Source: Tannen, Deborah, “Talking From 9 to 5”

95、, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 HierarchyEqualityStyle Assumptions:Style Assumptions:Ideas are best explored through oppositionFocus is on best outcomeAttention to feelings is unnecessaryIf you are good you can “take it”Ideas are best

96、 explored through dialoguePrimary attention is on preserving relationshipBest outcome will emerge from interactionsPresenter assumes one-up position by taking floor and keeping itRetains rank by fighting off challengersPresenter offsets one-up up position through disclaimersDisagreements are neutral

97、ized through questions and disclaimersStylistic Norms - Presenting Ideas in Meetings63CBJHu801BJbc Frances tells two marketing coordinators, Al and John, to rewrite most recent report. begins by praising the reportcites overall impact, clarity, creativitythen identifies major problems to be fixed in

98、 the re-writeAl and John turn in re-writesAls contain minor corrections, ignore major weaknessesJohns addresses all of Frances concernsAssumptions about how feedback should be given may make feedback impossible to be heard.Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New Yo

99、rk, 1990 Style in Action - Giving Feedback (1 of 2) 64CBJHu801BJbc Frances assumed that criticism should be tempered with praise including praise equalizes the otherwise one-down position John recognized the ritual heard praise as first step of pattern8appreciated tact of approach understood that cr

100、iticism was the main message Al assumed feedback would be direct should be direct: what is said is the message8France told him everything was fine8criticism was suggestion rather than direction Source: Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont

101、Understand”, Ballantine Books, New York, 1990 Analysis of Style - Giving Feedback (2 of 2)65cmnctnstl2BJbc Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990HierarchyEqualityStyle Assumptions:Style Assumptio

102、ns:Blunt feedback is direct and honestFeedback is about business, not feelingsBlunt feedback is callous and harshThe relationship is as important as the messageImportant to be tactful; include praiseGiving criticism is an inherently one-up positionit cant be disguisedOne-up nature needs to be equali

103、zed“Save face” by providing praise as well as criticismStylistic Norms - Giving Feedback66cmnctnstl2BJbc Isabelle introduces an idea in a meeting It is ignored Later in the meeting, Jane suggests the same idea again expands on it, selling it to group Idea is adopted; Jane receives credit Neither Isa

104、belle nor Jane acknowledge the idea as IsabellesInitiating good ideas is not enough. You also have to get credit for them.Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Style in Action - Getting Credit f

105、or Your Ideas (1 of 2) 67cmnctnstl2BJbc Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”,Ballantine Books, New York, 1990 Isabelles comments did not get heardintroduced her idea indirectly, using a disclaimer8“this probably wont work but”s

106、poke softlyspoke brieflyspoke tentativelyJanes comments did get heardintroduced her idea directly and succinctlyspoke enthusiasticallyspoke at lengthspoke with certaintyAnalyzing Style - Getting Credit for Your Ideas (2 of 2)68cmnctnstl2BJbc Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books

107、, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990HierarchyEqualityStyle Assumptions:Style Assumptions:Seek visibilityDownplay doubtsotherwise youll appear insecureClaim credit for your ideasSeek equal exposureDownplay certaintyotherwise youll appear boastfulGood w

108、ork will be recognizedShift status up one by claiming creditMaintain equal status by never claiming creditStylistic Norms - Getting Credit for Your Ideas69cmnctnstl2BJbc Can You Use This Module?How Communication WorksCommunication and PerceptionStyles in the WorkplaceCommunicating at BainUnderstandi

109、ng Your Individual StyleManaging Communication at BainAgenda70cmnctnstl2BJbc Direct communication Aggressive interaction Pro-active problem-solving Idea assessment by challengeBains dominant style reflects many hierarchical characteristics.Style favors:Bains Norm (1 of 2)71cmnctnstl2BJbc While Bains

110、 communication norm is primarily hierarchical, the norm may depend on the situation.SituationOne-on-one with managerCaseteam meetingTask force meetingClient meetingStyleDepends on managerHierarchicalEqualityDepends on client normBains Norm (2 of 2)72cmnctnstl2BJbc Bains dominant style evolved from w

111、ork and client needsStyle supports workdirect communication is fast; best for short time framedisplays logic clearly so problems can be found quicklyStyle meets client needsclients want strong analysis presented clearly expects Bain to drive decisions through their organizationStyle prepares team fo

112、r client interactionchallenging ideas in caseteam anticipates challenges from clientmatches predominant style of many clientsWhy It Is the Way It Is73cmnctnstl2BJbc Can You Use This Module?How Communication WorksCommunication and PerceptionStyles in the WorkplaceCommunicating at BainUnderstanding Yo

113、ur Individual StyleManaging Communication at BainAgenda74cmnctnstl2BJbc Begin by considering the following characteristics:Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990How Do I Know What My Style Is? (1

114、 of 2)75cmnctnstl2BJbc Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990Look to see which characteristics reflect youmay have some from both stylesmay act differently depending on the situationAsk others wh

115、o communicate with you for feedbackAim to objectively understand your conversational habits, rather than just take on style labelLearn what your habits are, understand how they function in Bains environment. Dont just assume a label.How Do I Know What My Style Is? (2 of 2)76cmnctnstl2BJbc Key phrase

116、s to listen for:“You just dont seem confident”“Dont worry about whether your ideas are perfect, just get them out there”“Your ideas are hard to follow”“You have to get to the point faster”“You take things too personally”“You need to be more visible”“You need to develop your leadership skills”There a

117、re certain performance problems that are often attributable to a clash in communication styles - even though they seem to address something else. Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 How Do I Know If Theres a Problem? (1 of 3)77cmnctnstl2BJbc Look at

118、the situation objectively. Get feedback from managers and friends.Consider your experienceAre you often frustrated in your job?Are the perceptions of others significantly different from how you see yourself?Do people grant you less competence than you think you deserve?Consider feedbackDo others ide

119、ntify communication problems?Consider the possibilityDetermine which, or which part of these problems could result from communication style clashHow Do I Know If Theres a Problem? (2 of 3)78cmnctnstl2BJbc Operating outside the group norm can have potentially significant consequences. Source: Tannen,

120、 Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990Style clashes can impact you and assessment of your performanceTaking stylistic behaviors literally can result in discomfort and frustrationchallenges feel like personal attacksopportunities to be heard dont present themselvesyour

121、 stylistic behavior may be taken literallyFrequent pauses perceived as lack of confidencePerception could impact performance assessmentFrequent pauses perceived as weak analysisHow Do I Know If Theres a Problem? (3 of 3)79cmnctnstl2BJbc The measure of a style is whether it works in the setting youre

122、 inAll styles are equally valid as stylesone is not quantifiably better than anotherall styles can work well with others who share that styleBut all styles do not work equally well in every situationyour style may not work well in this settingSource: Tannen, Deborah, “You Just Dont Understand”, Ball

123、antine Books, New York, 1990Is Bains Style Better Than Mine?80cmnctnstl2BJbc You can learn to operate effectively in norms other than your own No ones style is absolute can learn to operate effectively in other norms8understanding why people act as they do8develop ability to match stylistic behavior

124、s Changing is not necessarily easy takes awareness, focus and timeSource: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990Can I Change?81cmnctnstl2BJbc Flexibility is the key instead of changing, expand your styleAdd new behaviors to your core style use as called for by

125、situation expand the situations in which you are effectiveDevelop ability to communicate successfully in range of environmentsInstead of changing your style, you can expand your styleSource: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990Should I Change?82cmnctnstl2BJbc

126、 Remember that learning new style behaviors can be difficulttakes timeDevelop a plan that progresses in small steps:Identify one behavior to learn (for instance, avoiding disclaimers or substituting inquiries for challenges)Plan to practice one behavior once or twice in any one situation(i.e. a case

127、team meeting)Look for other opportunities to practicecasual conversationvoice mail is great for practicing Answer-FirstDevelop a plan for integrating new stylistic behaviorsHow Do I Expand My Style? (1 of 5)83cmnctnstl2BJbc When you are successful, increase practiceContinue to increase in small step

128、s until the behavior is comfortableIdentify next new behavior and begin to practiceTalk to others who have faced this situation for additional ideasHow Do I Expand My Style? (2 of 5)84cmnctnstl2BJbc Provide a source of support and feedbackinvolve your manager or caseteam leaderhook up with a partner

129、8A friend, caseteam member, or coachCelebrate successesReinforce small wins as well as largeOnce youve decided on your plan, take steps to ensure successHow Do I Expand My Style? (3 of 5)85cmnctnstl2BJbc Target situation(s) to observecaseteam meetingsclient meetingspresentationsAnalyze what contribu

130、tes to the metamessagemessage contentrelationship between participants activityatmosphereReally get to know your audience. How Can I Expand My Style? (4 of 5)86cmnctnstl2BJbc Identify your highest impact misses with listener groupdecide on alternate behavior to practice Use any resources available t

131、o prepare your communicationAnswer-First structurecoach or mentor Get input from someone who knows the situationmanagercaseteam leaderother caseteam membermember of client teamSpend as much time planning how youll communicate as you do what youll communicateHow Do I Expand My Style? (5 of 5)87cmnctn

132、stl2BJbc Speak ofteninitiate ideaschallenge others ideasSpeak for longer periods of timeDont worry about being 100% rightmanagers are more interested in how you process ideasWhen interrupted, re-assert your pointWhen challenged, persist in making your pointSource: Interviews with Bain managers 1997

133、How Do I Increase Participation Meetings?88cmnctnstl2BJbc Use Answer-First to structure communicationsprovide background, complication, question and answerwork from broad concepts to specific evidence8use structure to leverage their time8provide details only as needed by listenerhighlight key concep

134、ts, outstanding issues, open questionspresent your recommendations without qualificationsUse short sentences, active languageSource: Minto, Barbara, “The Pyramid Principle”, FT Pitman Publishing, 1987; Bain Communication Skills Workshop How Do I Communicate Clearly? (1 of 2)89cmnctnstl2BJbc State id

135、eas 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 Johnsons an expert in th

136、is area. We should talk to him.”Instead of“This may sound like a crazy idea, and its not exactly the direction were heading, but maybe we should think about talking to Bill Johnson. I mean, I think hes done a lot of work in this area, but I could be way off base.”Source: Tannen, Deborah, “You Just D

137、ont Understand”, Ballantine Books, New York, 1990 How Do I Communicate Clearly? (2 of 2)90cmnctnstl2BJbc Initiate ideas, then expand on themClaim ownership for ideas or accomplishments Say “I” instead of “We”Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 How Do

138、 I Gain Recognition For My Work?91cmnctnstl2BJbc For additional support, contact the Human Resources or Training DepartmentsSupport and resources available:coaching to assist in addressing communication concernstraining to expand communication style:8communication workshop8one-on-one coaching8extern

139、al training classesThe source for internal and external resources is Human Resources or TrainingResources and Support92cmnctnstl2BJbc Can You Use This Module?How Communication WorksCommunication and PerceptionStyles in the WorkplaceCommunicating at BainUnderstanding Your Individual StyleManaging Com

140、munication at BainAgenda93cmnctnstl2BJbc Performance problems like these usually attributed to lack of competence:lacks confidence, seems insecuredoesnt take direction wellmicro-manages just doesnt catch on Root cause of performance problem might be communication instead of competenceManaging Styles

141、: Understanding the Problem94cmnctnstl2BJbc Source of problem could be communication styles:Managing Styles: Understanding the Problem95cmnctnstl2BJbc Distinguish what observable behaviors lead to your assessment:Assessment: cant do the workBehaviors:doesnt get assigned work done, ideas dont make se

142、nseAssessment: cant lead, no sense of authorityBehaviors:directions arent clear, no respect from the people who report to him/herFirst step: Separate behaviors from assessmentManaging Styles: How Do You Know What the Problem Is?96cmnctnstl2BJbc Look at the situation objectivelyremember that your sty

143、le can blind you to other stylesConsider what could be the result of communication stylesdoesnt get assigned work done, ideas dont make sense8completes the work, but doesnt speak up in meetings8presents ideas indirectly instead of directlydirections arent clear, no respect from the people who report

144、 to him/her8gives suggestions instead of ordersConsider what part communication might play in the problemManaging Styles: How Do You Know. (1 of 2)97cmnctnstl2BJbc Consider additional information you havedoesnt get assigned work done, ideas dont make sensehave asked directly if assignments were comp

145、leted; they werein one-on-one meeting could clearly explain ideasConsider additional information you needmay need to discuss the situation and gather information8from the individual8from others who know the situation8from others who know more about communicatingMake a decision based on the datastyle

146、 may be all, part of, or none of the problemTest the possibility against reality, and decideManaging Styles: How Do You Know. (2 of 2)98cmnctnstl2BJbc Each persons communication style is as natural to them as breathingtheir style is invisible to them it is an integral part of who they areany problem

147、 - if they are aware of it - isnt theirs8from their perspective, everyone else has the problem8from their perspective, they are rightYour perspective and point of view on the situation is influenced by your own stylewe all think our style is “right”8your bias may cause resistance in the listenerposi

148、tional thinking will not motivate someone to changeThere are key points to remember to make coaching communication successfulManaging Styles: Preparing to Coach (1 of 2)99cmnctnstl2BJbc Changing style may seem an easy and obvious solution to youconsequently, you may expect them to greet your suggest

149、ion with glee, and get right on itTo them, it may seem threatening, impossible, or even insultingmay hear that who they are is wrongmay have no idea how to make changesmay feel (strongly) the norm is wrong, and it should changeEven if they want to change, doing so can be difficultthe habits they hav

150、e are8ingrained, often from birth8successful in the system they are most familiar withConsider the situation from their point of viewManaging Styles: Preparing to Coach (2 of 2)100cmnctnstl2BJbc The message is: all styles are equally valid as styles8one is not quantifiably better than another8all st

151、yles can work well with others who share that stylebut all styles do not work equally well in every situation8their style is not working well in this settingto be more effective, recommend they expand their style Be clear on the messageManaging Styles: Before You Start101cmnctnstl2BJbc Identify and

152、help them understand the problemstate the problem in generaldescribe specific behaviors that illustrate the problem8(i.e. being quiet in caseteam meetings)ask about why they act the way they do (their intended communication)provide feedback on how behavior is perceived8help them see the “miss”Sugges

153、t possibility of a clash in communication styles emphasize problem is situational, not personal their style does not work well in this settingThere are specific steps to convey the message. First, introduce the problem.Managing Styles: In the Coaching Session (1 of 4)102cmnctnstl2BJbc Explain commun

154、ication styles: what they are, how they workgeneral concept8styles and how they work8Bains normspecific application8use examples at Bainothers who have had similar style characteristicsothers who have had style clashes focus on explaining and getting buy-in on the problem address solutions laterNext

155、, explain communication styles - in general, and in this situationManaging Styles: In the Coaching Session (2 of 4)103cmnctnstl2BJbc Explain value of Bains normin caseteam situationsat clients Recommend expanding style in order to better match Bains normgive examplesEmphasize that you are seeking a

156、result: changed behaviorhow they correct the problem is their choice Explain consequences (if any) of status quoHelp them understand why Bain is the way it is, then suggest how they can increase effectiveness in this norm.Managing Styles: In the Coaching Session (3 of 4)104cmnctnstl2BJbc Be prepared

157、 to: address resistance/concerns8“Why should I change? Theyre the ones who are rude.” 8“Are you saying there is something wrong with me?”discuss pros and cons8higher level of effectiveness in more situations8it isnt easy; takes concentration; process may be slowProvide suggestions and resourcesOnce

158、you have explained the situation, provide opportunity to respondManaging Styles: In the Coaching Session (4 of 4)105cmnctnstl2BJbc Remember, the situation is neutrala clash in stylesnot a result of conscious, problematic behavior no one is at faultFocus on expanding skills, not dumping old style in

159、favor of new oneUse specific examplesgeneral examples illustrate the conceptspecific examples, stories make the concept realCoaching process has strong impact on success. Change should be presented as beneficial and possible; coach should demonstrate empathyManaging Styles: Coaching Tips (1 of 2)106

160、cmnctnstl2BJbc Begin by discussing concrete behaviors, not perceptionsstart with, “You dont share your ideas in caseteam meetings”not “You seem to lack confidence”Next, make the connection between behavior and perception“You may be waiting because you want to be 100% sure of what you say, “but the r

161、esult is a perception that you are hesitant and uncertain.”Treat the situation seriouslyacknowledge that changing habits is hardManaging Styles: Coaching Tips (2 of 2)107cmnctnstl2BJbc In order to increase directness:state ideas without qualification or hedging.8“I agree with Maria. We need to do mo

162、re interviews.”8instead of8“Maria has some generally interesting points. We certainly could do more interviews. Of course, it would take more time.”state ideas without disclaimers:8“Bill Johnsons an expert in this area. We should talk to him.”8instead of8“This may just be a crazy idea, and its not e

163、xactly the direction were heading, but maybe we should think about talking to Bill Johnson . I mean, I think hes done a lot of work in this area, but maybe Im way off base.”The most common style clashes at Bain are in the areas of directness and claiming ownership of ideas. Managing Styles: What to

164、Do (1 of 3)108cmnctnstl2BJbc To increase directness:focus on reporting information instead of building rapportdont raise your voice at the end of a statementif you are managing, make demands instead of suggestions“Complete this by Thursday” instead of“It would be great to have this by Thursday, ok?”

165、Managing Styles: What to Do (2 of 3)109cmnctnstl2BJbc In order to increase ownership of ideas:speak out instead of waiting to be recognizedspeak louderspeak at greater lengthwhen interrupted, re-assert your pointwhen challenged, dont back down immediately - persist in making your casestate your own

166、ideas instead of only supporting othersmake comments on your own instead of linking on to othersManaging Styles: What to Do (3 of 3)110cmnctnstl2BJbc Remember that learning new style behaviors is difficult, and can take timeSuggest a plan that progresses in small steps:identify one behavior to learn

167、 (for instance, avoiding disclaimers)plan to practice it once or twice in any one instance (i.e. in a caseteam meeting)once you have been successful, then increase practicecontinue to increase in small steps until the behavior is comfortableidentify next new behavior and begin practiceProvide a plan

168、 for implementing changesManaging Styles: How to Do It (1 of 2)111cmnctnstl2BJbc Provide a source of support and feedback if it isnt you, hook them up with a partner (a friend, or a coach from Training)Recognize successes, i.e. small wins as well as complete overhaulsOnce the plan is in place, take

169、steps to ensure successManaging Styles: How to Do I (2 of 2)112cmnctnstl2BJbc For additional support, contact either Human Resources or TrainingSupport available:coaching to assist managing communication problemstraining to expand communication style:8communication workshop8one-on-one coaching 8external training classesThe source for internal and external resources is Human Resources and TrainingManaging Styles: Resources and Support113cmnctnstl2BJbc 青苹果出品青苹果出品 必属精品必属精品http:/ / 企业管理人力资源全套企业管理人力资源全套 / 品牌策划资料品牌策划资料/行业分析报告分析报告/PPT模板模板等。114CBJHu801CBJHu801