贝恩咨询有效沟通-cmnctnstl2

bcCommunicationStyles1cmnctnstl2•Francesassumedthatcriticismshouldbetemperedwithpraise–includingpraiseequalizestheotherwiseone-downposition•Johnrecognizedtheritual–heardpraiseasfirststepofpatternappreciatedtactofapproach–understoodthatcriticismwasthemainmessage•Alassumedfeedbackwouldbedirect–shouldbedirect:whatissaidisthemessageFrancetoldhimeverythingwasfinecriticismwassuggestionratherthandirectionSource:Source:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990AnalysisofStyle-GivingFeedback(2of2)bcCommunicationStyles2cmnctnstl2Source:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990HierarchyEqualityStyleAssumptions:StyleAssumptions:•Bluntfeedbackisdirectandhonest•Feedbackisaboutbusiness,notfeelings•Bluntfeedbackiscallousandharsh•Therelationshipisasimportantasthemessage•Importanttobetactful;includepraise•Givingcriticismisaninherentlyone-upposition–itcan’tbedisguised•One-upnatureneedstobeequalized•“Saveface”byprovidingpraiseaswellascriticismStylisticNorms-GivingFeedbackbcCommunicationStyles3cmnctnstl2•Isabelleintroducesanideainameeting•Itisignored•Laterinthemeeting,Janesuggeststhesameideaagain–expandsonit,sellingittogroup•Ideaisadopted;Janereceivescredit•NeitherIsabellenorJaneacknowledgetheideaasIsabelle’sInitiatinggoodideasisnotenough.Youalsohavetogetcreditforthem.Source:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990StyleinAction-GettingCreditforYourIdeas(1of2)bcCommunicationStyles4cmnctnstl2Source:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990•Isabelle’scommentsdidnotgetheard–introducedherideaindirectly,usingadisclaimer“thisprobablywon’tworkbut…”–spokesoftly–spokebriefly–spoketentatively•Jane’scommentsdidgetheard–introducedherideadirectlyandsuccinctly–spokeenthusiastically–spokeatlength–spokewithcertaintyAnalyzingStyle-GettingCreditforYourIdeas(2of2)bcCommunicationStyles5cmnctnstl2Source:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990HierarchyEqualityStyleAssumptions:StyleAssumptions:•Seekvisibility•Downplaydoubts–otherwiseyou’llappearinsecure•Claimcreditforyourideas•Seekequalexposure•Downplaycertainty–otherwiseyou’llappearboastful•Goodworkwillberecognized•Shiftstatusuponebyclaimingcredit•MaintainequalstatusbyneverclaimingcreditStylisticNorms-GettingCreditforYourIdeasbcCommunicationStyles6cmnctnstl2•CanYouUseThisModule?•HowCommunicationWorks•CommunicationandPerception•StylesintheWorkplace•CommunicatingatBain•UnderstandingYourIndividualStyle•ManagingCommunicationatBainAgendabcCommunicationStyles7cmnctnstl2•Directcommunication•Aggressiveinteraction•Pro-activeproblem-solving•IdeaassessmentbychallengeBain’sdominantstylereflectsmanyhierarchicalcharacteristics.Stylefavors:Bain’sNorm(1of2)bcCommunicationStyles8cmnctnstl2WhileBain’scommunicationnormisprimarilyhierarchical,thenormmaydependonthesituation.SituationOne-on-onewithmanagerCaseteammeetingTaskforcemeetingClientmeetingStyleDependsonmanagerHierarchicalEqualityDependsonclientnormBain’sNorm(2of2)bcCommunicationStyles9cmnctnstl2Bain’sdominantstyleevolvedfromworkandclientneeds•Stylesupportswork–directcommunicationisfast;bestforshorttimeframe–displayslogicclearlysoproblemscanbefoundquickly•Stylemeetsclientneeds–clientswantstronganalysispresentedclearly–expectsBaintodrivedecisionsthroughtheirorganization•Stylepreparesteamforclientinteraction–challengingideasincaseteamanticipateschallengesfromclient–matchespredominantstyleofmanyclientsWhyItIstheWayItIsbcCommunicationStyles10cmnctnstl2•CanYouUseThisModule?•HowCommunicationWorks•CommunicationandPerception•StylesintheWorkplace•CommunicatingatBain•UnderstandingYourIndividualStyle•ManagingCommunicationatBainAgendabcCommunicationStyles11cmnctnstl2Beginbyconsideringthefollowingcharacteristics:Source:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990HierarchicalEgalitarianFocusisachievinghigheststatusofgroupmembersFocusisonmaintainingequalstatuswithallgroupmembersStatesideasinstrongesttermsandwaitstofendoffchallengesPrecedesideaswithdisclaimers,waitsforotherstoexpandDownplaysdoubtDownplayscertaintyExploresideasbychallengingExploresideasbyinquiryDeliversordersascommandsDeliversordersassuggestionsUsesinterruptionsasmeanstochallengeUsesinterruptionsasmeanstosupportWantstotakecenterstageWantstosharespotlightComfortableclaimingrecognitionforworkComfortablegivingcredittoothersHowDoIKnowWhatMyStyleIs?(1of2)bcCommunicationStyles12cmnctnstl2Source:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990•Looktoseewhichcharacteristicsreflectyou–mayhavesomefrombothstyles–mayactdifferentlydependingonthesituation•Askotherswhocommunicatewithyouforfeedback•Aimtoobjectivelyunde