BSU BSc Bus Admin Lecture 2

7/31/2019 BSU BSc Bus Admin Lecture 2

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BUS 104 Foreign Language21stJune 2011

Mr. Logan Chau


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Ways

to improve

your conversation

2Copyright 2011 by Logan Chau


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Plagiarism is defined in dictionaries as the "wrongful

appropriation," "close imitation," or "purloining andpublication" of another author's "language, thoughts,

eas, or express ons, an e represen a on o emas one's own original work, but the notion remainsproblematic with nebulous boundaries.

Wikipedia.org

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Barker, Alan (2010). Improve your

ommun cat on s ev sen

.India: Replika Press Pvt Ltd

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Communication is the act of transmitting and

receiving information. an information source, which produces a message;

a transmitter, which encodes the message into

signals; a channel, to which signals are adapted for

transmission;

a receiver, which decodes the message from thesignal;

a destination, where the message arrives

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Shannon-Weaver Transmission model

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The problem is, during communication thereis:

In a proper communication, there is:

Feedback!

Copyright 2011 by Logan Chau 7


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That is called a Kanizsa Triangle

Visual illusions demonstrate how the brain

The brains top-down processing completes

the incoming information by imposing a

triangle pattern its best guess of what is

there.

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Communication derives from the Latin

communis, meaning common, shared. It belongs to the family of words that

includes communion, communism and

community. When we communicate, we are trying to

match meanings.

Or, to put it another way:

Communication is the process of

creating shared understanding.

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Conversation is the main way we

communicate. Through conversation we build relationships,

share information and promote our ideas.

All the other ways we communicate interviews, presentations, networking

meetings, even written documents are

conversations of some kind.

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Conversations are the way we create sharedmeaning.

skills, we could begin by improving ourconversations.



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Conversations are verbal dances.

The word derives from the Latin, to movearound with.

standard moves.

These allow people to move more

harmoniously together, without stepping on

each others toes or getting out of step.

Different kinds of conversation have different

conventions.

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Broadly, there are four main areaswhere conversations can fail:

n ex

relationship;

structure;

behaviour.

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Putting conversations in context

All conversations have a context. Theyhappen for a reason.

Most conversations form part of a larger

conversa on: ey are par o a process or a

developing relationship.

Many conversations fail because one or both

of us ignore the context.

If we dont check that we understand whythe conversation is happening, we may very

quickly start to misunderstand each other.

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Putting conversations in context

All conversations have a context. Theyhappen for a reason.

Most conversations form part of a larger

conversa on: ey are par o a process or a

developing relationship.

Many conversations fail because one or both

of us ignore the context.

If we dont check that we understand whythe conversation is happening, we may very

quickly start to misunderstand each other.

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Working out the relationship

Relationships are neither fixed norpermanent. They are complex and dynamic.

Our relationship operates along a number of

,

status;

power;

role;

liking.

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Status

the rank we grant to another person inrelation to us

me ure i l n im le me mi h

say simplistic) scale

see ourselves simply as higher or lower

in status in relation to the other person.



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Power

reward power: the ability to grant favours forbehaviour;

coercive power: the ability to punish others;

legitimate power: conferred by law or othersets of rules;

referent power: the charisma that causes

others to imitate or idolize;

expert power: deriving from specific levels of

knowledge or skill.

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Role

A role is a set of behaviours that peopleexpect of us.

defined in a job description; an informalrole is conferred (,) on us as aresult of peoples experience of our

conversations.

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Liking

Conversations can fail because wedislike each other.

Bu he n l r n e u e e

like each other a lot!

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Your success as a manager depends on

ur ili h ld effe i e nd

productive conversations.

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1. Clarify your objective.2. Structure your thinking.

. .

4. Find common ground.

5. Move beyond argument.

6. Summarize often.7. Use visuals.

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Dont feel that you must apply all seven at once.Take a single strategy and work at it for a few

Once you feel that you have integrated thatskill into your conversations, move on to

another.

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1. Clarify your objective

Work out at the start of your conversation

.

Whats vital is that you state your objective

clearly at the start.

Give a headline. If you know what yourmain point is, state it at the start of the

conversation.

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2. Structure your thinking

You can improve your conversations

enormously by giving them structure. The

to break it in half.

Thinking, as we have seen can be modelled

as a two-stage process.

First-stage thinking is thinking about a

problem; second stage thinking is thinking

about a solution.

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WASP: welcome; acquire; supply; part

Welcome (first-stage thinking). At the start

, ,

the scene and establish your relationship:Why are we talking about this matter? Why

us?

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Acquire (first-stage thinking). The second step is information gathering.

about the matter, from as many angles as youcan.

You are acquiring knowledge from each other.

This part of the conversation should bedominated by questions.

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Part (second-stage thinking).

Finally, you work out what you have agreed.

outcome: the action that will result from it.

The essence of the parting stage is that you

explicitly agree what is going to happen next.

What is going to happen? Who will do it? Is

there a deadline? Who is going to check on

progress?

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3. Manage your time

Managing time for the conversation

Work out how much time you have. Dont just

assume that there is no time.

Be realistic. If necessary, make an appointmentat another time to hold the conversation.

Make sure its a time that both of you find

convenient.

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3. Manage your time

Managing time in the conversation

Most conversations proceed at a varying rate.

Is it going too fast?

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6. Summarise often

Perhaps the most important of all the skillsof conversation is the skill of summarising.

allow you to state your objective, return to it andcheck that you have achieved it;

help you to structure your thinking;

help you to manage time more effectively; help you to seek the common ground between you;

help you to move beyond adversarial thinking.

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6. Summarise often Simple summaries are useful at key turning points

in a conversation.

At the start, summarize your most important point

or your objective. As you want to move on from one stage to the next,

summarize where you think you have both got to

and check that the other person agrees with you.

At the end of the conversation, summarize what you

have achieved and the action steps you both need to

take.

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BSU BSc Bus Admin Lecture 2

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