Rules for composing a conversation and characteristic features. Developing a business conversation strategy

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Introduction

1. Preparing for the conversation

2. Conversation structure

Conclusion

List of used literature

  • Introduction
  • A person lives in a society, so he must be able to communicate with other people, and communication implies the ability to carry on a conversation. The ability to conduct a conversation includes the tone of the conversation, its content, manner of speaking, tact and the ability to argue.
  • All conversation is an exchange of thoughts and, contrary to what some may believe, it is not intended to demonstrate wit or eloquence. The ability to conduct a conversation is an art, albeit a peculiar one. In the art of conversation you need to constantly practice, be able to navigate the topics of conversation, adapt to your interlocutor, and only after long experience can you see your success in this. Of course, the ideal interlocutor most likely does not exist. But there is always something to strive for - the ability to listen and a sense of proportion will never let you down.
  • The purpose of the abstract is the specifics of the conversation.
  • Tasks:
  • - determine the structure of the conversation;
  • - study preparation for the conversation;
  • 1. Preparing forcarrying outconversationss

Includes:

1. Planning:

· preliminary analysis of participants and situation;

· initiative to conduct a conversation and determine its objectives;

· determination of strategy and tactics;

· detailed plan preparation for the conversation.

2. Operational preparation:

· collection of materials;

· selection and systematization of materials;

· thinking and arrangement of materials;

· work plan;

· development of the main part of the conversation;

· the beginning and end of a conversation.

3. Editing:

· control (i.e. checking the work done);

· giving final form to the conversation.

4. Workout:

· mental rehearsal;

· oral rehearsal;

· rehearsal of a conversation in the form of a dialogue with the interlocutor.

Planning a conversation comes down to the following steps:

· drawing up and checking a business conversation forecast;

· establishing the main, long-term objectives of the conversation;

· searching for suitable ways to solve these problems (strategies);

· analysis of external and internal opportunities for implementing the conversation plan;

· identification and development of medium-term and short-term objectives of the conversation, their relationship and priority;

· development of measures to implement these tasks (development of a work program, plan for individual elements of the conversation), etc. (1 P. 86)

2. Structureconversations

Consists of 5 phases:

1. Starting a conversation.

2. Transfer of information.

3. Argumentation.

4. Refuting the interlocutor’s arguments.

5. Decision making.

For any speech, any conversation, there are 10 general rules, compliance with which will make your speech, if not perfect, then at least correct:

1. Professional knowledge.

2. Clarity.

3. Reliability.

4. Constant focus.

6. Repetition.

7. Element of surprise.

8. “Saturation” of reasoning.

9. Framework for transmitting information.

10. A certain dose of humor and even, to some extent, irony.

To the listed rules you can add the following main features of live speech:

· in any conversation, the content and technique of presentation are valuable;

· you should limit yourself to facts and details in the conversation and reasoning on the topic;

· it is better to plan the conversation with different possible options;

· it is sometimes necessary to repeat and draw conclusions from what has been said;

· you should address the interlocutor directly, given that personal influence in business relationships is of great importance.

Phase I: Starting the conversation

Tasks: conversation, argumentation, remark, interlocutor

· establishing contact with the interlocutor;

· creating a pleasant atmosphere for conversation;

· to attract attention;

· stimulating interest in conversation;

· “seizing” the initiative.

Techniques for starting a conversation:

1. Method of relieving tension - allows you to establish close contact with your interlocutor.

2. The “hook” method - allows you to briefly outline a situation or problem, linking it to the content of the conversation, and use this “hook” as a starting point for the planned conversation.

3. The method of stimulating the play of imagination - involves asking at the beginning of the conversation many questions on a number of problems that should be considered in it.

4. Direct approach method - means going directly to the point, without speaking.

The right start to a conversation involves:

· an accurate description of the goals of the conversation;

· mutual introduction of interlocutors;

· topic title;

· introduction 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 your 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) requesting an answer, etc.

PhaseII. Transfer of information

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 planned information;

· analysis and verification of the interlocutor’s position.

5 main groups of questions:

1. Closed questions are questions to which an answer of “yes” or “no” is expected. What is the purpose of these types of questions? Obtain from the interlocutor reasonable arguments for the answer expected from him.

2. Open questions are questions that cannot be answered “yes” or “no”; they require some kind of explanation.

3. Rhetorical questions - these questions are not given a direct answer, because their purpose is to raise new questions and point to unresolved problems and ensure that the participants in the conversation support our position through tacit approval.

4. Turning points - keep the conversation in a strictly established direction or raise a whole range of new problems.

5. Questions for reflection - force the interlocutor to reflect, carefully consider and comment on what has been said.

PhaseIII. Argumentation

Little things that sometimes matter:

1. Use simple, clear, precise and convincing concepts.

2. The method and pace of argumentation must correspond to the temperament characteristics of the interlocutor.

3. Conduct the argument correctly in relation to the interlocutor, because this, especially with long-term contacts, will be more beneficial for you:

· always openly admit that your interlocutor is right when he is right, even if this may have unfavorable consequences for you;

· you can continue to operate only with those arguments that are accepted by the interlocutors;

· avoid empty phrases.

4. Adapt 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 is understandable to the interlocutor.

5. Avoid non-business expressions and formulations that make argumentation and understanding difficult.

6. Try to present your evidence, ideas and considerations to your interlocutor as clearly as possible.

On the day of constructing an argument, there are 12 rhetorical methods of argumentation:

1. Fundamental method. Represents direct appeal to the interlocutor.

2. Method of contradiction. Based on identifying contradictions in the arguments against.

3. Method of drawing conclusions. It is based on precise argumentation, which gradually, through frequent conclusions, will lead you to the desired conclusion.

4. Comparison method.

5. The “yes..., but” method.

6. The “pieces” method. It consists of breaking down a speech in such a way that the individual parts are clearly distinguishable: “this is accurate,” “there are different points of view about this.”

7. “Boomerang” method.

8. Method of ignoring.

9. Potentiation method. The interlocutor, in accordance with his interests, shifts the emphasis and brings to the fore what suits him.

10. Method of "removal". Based on a gradual subjective change in the essence of the matter.

11. Survey method. Based on the fact that questions are asked in advance.

12. Visible support method.

Twelve Speculative Methods of Argumentation:

1. Exaggeration technique.

2. Anecdote technique.

4. Technique of discrediting the interlocutor. It is based on the rule: if I cannot refute the essence of the question, then at least I need to question the identity of the interlocutor.

5. The isolation technique is based on “pulling out” individual phrases from a speech, isolating them and presenting them in a truncated form so that they have a meaning opposite to the original one.

6. The technique of changing direction is that the interlocutor does not attack your arguments, but moves on to another issue that is essentially unrelated to the subject of discussion.

7. Repression technique - the interlocutor does not actually move on to any one, precisely defined problem, but exaggerates secondary problems taken from the speech.

8. The technique of misleading is based on the communication of confusing information, words that the interlocutor throws at you.

9. Delay technique. Its purpose is to create obstacles to the discussion or delay it.

10. Appeal technique. It is a particularly dangerous form of “displacement” of the reasoning process (the interlocutor appeals for sympathy).

11. Distortion technique.

12. Question-trap technique. Includes 4 groups:

· repetition;

· extortion;

· alternative;

· counter-questions.

Phase IV. Refuting your interlocutor's arguments(neutralization of interlocutor’s comments)

· persuasiveness of presentation;

· reliability of presentation;

· dispelling doubts;

· motives of resistance and point of view.

Why do comments arise?

· defensive reaction;

· role-playing;

· different approach;

· disagreement;

· tactical thoughts.

What is the logical structure for rebutting comments?

· analysis of comments;

· discovery of the real cause;

· choice of tactics;

· choice of method;

· Prompt refutation of comments.

How to handle comments during neutralization (refutation)?

· localization;

· tone of response;

· open contradiction;

· respect;

· recognition of being right;

· restraint in personal assessments;

· brevity of the answer;

· avoidance of superiority.

Phase V. Decision Making

· summarizing the arguments called upon and approved by your interlocutor;

· neutralization negative aspects in custody;

· consolidation and confirmation of what has been achieved;

· building bridges for the next conversation.

Some general advice in connection with the end of the conversation:

· Feel free to ask your interlocutor whether he agrees with your goal.

· Do not show uncertainty during the decision-making phase. If you hesitate at the moment of making a decision, then do not be surprised if your interlocutor begins to hesitate.

· Always leave one strong argument in reserve to support your thesis, in case the interlocutor begins to hesitate at the moment of making a decision.

· Use credible arguments, as it is better if the interlocutor makes a decision now than later.

· Do not back down until the other person clearly repeats “no” several times.

· Do not give up on the mercy of your interlocutor until you have tried all the known methods of forcing.

· Monitor the behavior of your interlocutor in order to understand in time that the conversation is coming to an end. End the conversation at the right time.

· Having reached your goal, say goodbye to your interlocutor. Once a decision is made, thank the other person. (2. P. 150)

Conclusion

Thus, the essence of conversation is dialogue. Replicas of participants interact, form general theme and branch out during the conversation, which allows the interlocutors to reach agreement, find the shortest path to solving problems and, finally, enjoy the communication.

First of all, it should be remembered that dialogue is cooperation aimed at finding the truth and making the best decision.

A conversation is the most favorable and often the only opportunity to convince your interlocutor of the validity of your position, so that he agrees with it and supports it. Thus, one of the main tasks of a conversation is to convince the interlocutor to make a specific decision.

List of used literature

1. Kamenskaya E.N. Psychology and ethics business communication. - Rostov n/a: Phoenix, 2004.-224 p.

2. Kuzin F.A. Business communication culture: Practical guide- 5th ed., revised. and additional - M.: Os-89, 2004. - 320 p.

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Introduction…………………………………………………………………….….………3

1. Development of a business conversation strategy…………………………….………4

2. Preparing and starting a conversation……………………………………………...8

3. Conducting a conversation and summing up………….…………………………11

Conclusion…………………………………………………………………………………14

References……………………………………………………………...15

Introduction

A business conversation is a meaningful desire of one person or group of people, through a word, to evoke a desire in another person or group of people to take action that will change at least one of the parties to a situation or establish new relationships between the participants in the conversation. In the modern interpretation, business conversations mean oral contact between partners (interlocutors) who have the necessary authority from their organizations to conduct them and resolve specific problems.

Main functions of a business conversation:

    Start of promising activities and processes

    Control and coordination of already started activities and processes

    Information exchange

    Mutual communication between workers from the same field of activity

    Maintaining business contacts

    Search, promotion and prompt development of working ideas and plans

    Stimulating the movement of creative thought in new directions

1. Developing a business conversation strategy

When consciously preparing for a conversation, before developing a strategy and a detailed plan for the conversation, a preliminary analysis of the personality of our interlocutor and his official position is carried out; the consequences of our message are predicted. This plan can be summarized as six sets of questions that you should ask yourself before starting any business conversation. Answering questions allows us to imagine the expected operational situation, which can be used to develop a strategy, a detailed plan and a work plan for a business conversation.

By preliminary analysis it must be established what type of conversation we are talking about: will it be a conversation in which we want to speed up the adoption of some decisions (forced conversation), or will the main purpose of the conversation be to transfer information to the interlocutor to awaken his interest in new problem(informative conversation); maybe we are talking about eliminating other people's options and carrying out our decision (elimination conversation); maybe this is a conversation where we introduce the interlocutor to new topic(conversation-lecture).

What is a conversation strategy? What does it consist of? How to develop a strategy for our business conversation? Conditionally and extremely simplified, we can assume that a conversation strategy is a process that, in general terms, leads to solving the objectives of this conversation that we have outlined. In any case, the choice of strategy is determined by the topic of the conversation. It is based on a set of principles that we define with the help of communication theory and psychology and which should lead us to the desired goal. Of course, the strategy changes from conversation to conversation and from interlocutor to interlocutor. But no matter how mystical the word “strategy” may sound, let’s try to establish at least general principles and directions work on preparing and conducting the conversation:

    Imagine and describe, as convincingly as possible, your future interlocutor and his expected reaction.

    Try to delve into his goals and motives to understand his starting position, logic and strategy.

    Think about how to create a favorable atmosphere for conversation, gain trust, avoid tension, minimize formalism and routine in communication, show sympathy, and be attentive to everyone present. If both familiar and unfamiliar interlocutors participate in a conversation, then, as a rule, you need to be more restrained towards familiar interlocutors, and more attentive towards new ones. It is human nature to want to turn to acquaintances in any conversation, and this can put new interlocutors in an unequal, isolated position, which significantly impedes the success of a business conversation.

    Observe, listen and evaluate the reactions of your interlocutors, and use the conclusions to continue the business conversation and possibly change its plan.

    Use a positive and optimistic way of expressing your thoughts and emotions.

    Ask as much as possible more questions so that the situation crystallizes as early as possible.

    Avoid sudden turns in conversation. Of course, everyone is unpleasant if he is unexpectedly “poached” cold water"; the same applies to our interlocutor.

    Develop general method argumentation in this conversation: a detailed plan of argumentation, possible counterarguments.

    Think about what tools you can use to steer the conversation in the desired direction and to prevent possible deviations. Even simple model orientation of the conversation, despite the fact that the invented example and the specific case are almost always different from each other, means a big step forward - we have prepared the technique, and all we have to do is adapt it to the given case.

    Outline alternative (spare) goals, less suitable options and prepare compromise solutions in case you lose control of the conversation.

    If possible, develop step-by-step tasks and gradually include them in the design of the conversation. Their function is to be a ladder; instead of a risky jump, we will make a relatively easy climb. And of course, we should provide for a process for neutralizing comments if they take a direction that is extremely undesirable for us.

    Finally, ensure further contact with the interlocutor and pay attention to the possibility of new activities. 1

This general strategy for preparing and conducting a conversation can be used in whole or in part for almost any business conversation. It remains now to develop a specific strategy for each specific business conversation, which is determined by us, the personality of the partner, the situation, circumstances and immediate goals.

Checking your preparedness for a conversation

    Before starting the conversation, it is useful to look again at the materials, analyze the work done and clarify some details. To do this, we provide a checklist of questions that the reader can supplement and adapt to their daily needs. Before starting a conversation, answer the following questions for yourself:

    1. Have I thought everything through carefully?

    2. Am I fully prepared to answer the question correctly? possible questions interlocutor?

    3. Did I try to imagine myself in the place of my interlocutor and understand him?

    4. Is my conversation plan accurate, clear and correct?

    5. Will my conversation plan raise questions that I cannot answer?

    6. Does my language seem natural and convincing?

    7. Is the conversation plan drawn up correctly, is its construction logical?

    8. Are all my thoughts expressed accurately and clearly?

    9. Is the tone of presentation chosen correctly?

    10. If this conversation had been held with me, would I have been satisfied with it?

2. Preparing and starting a conversation

Setting the place and time of a meeting for a business conversation can be done in different ways depending on the settings - positions of the participants. The position “from above” is implemented something like this: “I’m waiting for you at 16:00 in my office,” but on “foreign territory” the implementation of such a position is difficult. The position “from below” is carried out as a request: “I would like to consult with you, when and where should I go?” The position “on equal terms” sounds something like this: “We need to talk. Let's agree on a place and time for our meeting."
In anticipation of the meeting, you should check your readiness for it by asking yourself the questions: “What is the main goal I set for myself in the conversation? Was the interlocutor surprised when I asked him to meet? Showed dissatisfaction? Can I do without this conversation? etc. How will I behave if my interlocutor:

a) will agree with me on everything;

b) will resolutely object and use a raised tone;

c) will not respond to my arguments;

d) will express distrust of my words and thoughts;

d) will he try to hide his distrust?”

The chances of a successful outcome of a business meeting will increase if you adhere to the following recommendations:

Prepare your first question so that it is short, interesting, but not controversial (if you need to get the go-ahead for several proposals, requests, it is better to start with the most feasible one).
Achieve optimal brevity in your presentation of thoughts, even if you need to start from afar. 2

Justify your judgments. The more convincing the evidence, the faster your opponent will agree with you! Don't use words with double meaning and especially phrases that can be misinterpreted.
Starting a conversation involves meeting and making contact. The type of contact “from above”, “from below”, “on an equal footing”, friendly, neutral, aggressively is established even before the first words, depending on how the person entered, what his posture, gaze, intonation of the first phrases, relative position in space are. Accordingly, “greeting a guest” can be carried out in different ways: from approaching a person to a slight lift of the chin, a nod, or completely ignoring the person who has entered, delving into his papers. And the greeting can manifest itself as a smile, a nod, a handshake, a seat, or a pointedly dissatisfied look. All these nonverbal nuances of making contact largely predict the further interaction of the interlocutors.

The “suicidal start of a conversation” is unacceptable, which can be of the following types:

1) uncertainty, an abundance of apologies (“Sorry if I disturbed you...”, “Please, if you have time to listen to me...”);

2) disrespect, disdain for the partner (“Let’s quickly look at you...”, “I was passing by by chance and stopped by to see you...”);

3) phrases - “attacks” (“What kind of outrage is going on?”), which force the interlocutor to take a defensive or aggressive position (i.e., a barrier is immediately created between the interlocutors). The first few phrases often have a decisive impact on the interlocutor’s desire or unwillingness to continue the conversation and listen to the communication partner.
To start a conversation, four main techniques are most often used: a method of relieving tension, the goal of which is to establish close contact, includes several pleasant phrases of a personal nature, a light joke can be used; hook method - this can be an unusual question, comparisons, personal impressions, an anecdotal incident, a brief statement of the problem; method of stimulating the imagination - posing a series of questions that should be considered in a conversation, the goal is to awaken interest in the conversation; the direct approach method (directly getting to the point, without introduction), but it is suitable for short-term, not very important business contacts.

People who have developed communication skills, from the first minute of the meeting, begin to “join” the interlocutor - to the rhythm of his breathing, tempo, volume of speech, to the representative system of the interlocutor through the use of words of the corresponding system.

3. Conducting a conversation and summing up

Statement of the problem and transmission of information is an important stage of the conversation. Setting the purpose of the conversation can be different.
The goal can be posed as a problem (discuss the problem, invite to develop its solution), in this case the responsibility for solving the problem is distributed to both interlocutors.

The purpose of the conversation can also be set as a task, a task (a ready-made solution is given, accompanied by a description of the situation itself). Not only the boss, but sometimes even the subordinate can use this approach; for example, the head of a workshop comes to the director and says: “To restore order in the workshop, you must issue an order to punish the careless.”
If the goal of the conversation is set as a task, then the person is responsible only for completing the task, and whether the problem itself will thereby be solved may not concern him.

Sometimes (intentionally or unintentionally) the interlocutor is manipulated in a conversation, for example, the goal of the conversation is stated externally as a problem, but the problem situation itself is described in such a way that it pushes the other person to a certain single solution, that is, it seems that two people share the responsibility for solving the problem, although the method solutions are given by only one person. 3

Strive to move from monologue to dialogue, give the interlocutor the opportunity to show what he knows, combine types of questions (closed, open, rhetorical, questions for reflection, turning point questions). Make sure your questions contain the words “why, why, when, how?” This eliminates monosyllabic answers - “yes” and “no”.
Observe the reactions of your interlocutor, especially non-verbal reactions (gestures, facial expressions) and, accordingly, flexibly change your behavior (speed, complexity of presenting information, etc.).
The argumentation phase is naturally intertwined with the information transfer phase, here a preliminary opinion is formed, a certain position on this issue is taken both on your part and on the part of the interlocutor, but you can still try to change the emerging opinion (position).

To achieve argumentation it is important:

1) operate with clear, precise and convincing concepts;
2) the method and pace of argumentation must correspond to the characteristics of the interlocutor’s temperament;

3) avoid simply listing the facts, and instead state the benefits or consequences arising from these facts of interest to your interlocutor.

The phase of neutralizing the interlocutor’s remarks, or the refutation phase, sometimes plays a decisive role in the conversation.

If your arguments are met with objections from your opponents, then:
1) listen to several objections at once; the interlocutor gets irritated if he is interrupted, and even on the most important thing;
2) do not rush to answer until you understand the essence of the objection;
3) find out whether the objections are really caused by different points of view or, perhaps, you have not accurately formulated the essence of the issue; d) ask questions in such a way that the interlocutor faces the need to choose between two answer options. Specific questions force the interlocutor to say what needs to be said, regardless of his own opinion (for example, “Ivan Ivanovich, in a word, do you give the go-ahead to our initiative or not?”; if “no” follows, clarify why).
The phases of searching for an acceptable or optimal solution, and then making a final decision, can be carried out either in the style of cooperation, equality and mutual responsibility, or in the form of authoritarian decision-making by one of the partners and voluntary or forced consent, subordination of the other interlocutor. Do not show uncertainty during the decision-making phase. If you hesitate at the moment of making a decision, then do not be surprised if your interlocutor begins to hesitate. Stay calm and analyze based on your positions.
Fixing the agreement and leaving contact is the final “chord” of the conversation. The results of the conversation should be summarized; it is even useful to make notes about the essence of the decision in a working notebook in the presence of a partner (or even draw up an official protocol of the decision). It is useful to set specific deadlines and a way to inform each other about the results of planned actions.

Thank your interlocutor and congratulate him on the solution reached.
As for the choice of words, you should always try to use simple, well-known and generally accepted words that are understood by everyone. This sometimes contradicts the fact that the term used should at the same time be the most accurate. A person must be aware that a layer of vague, incomprehensible and unintelligible terms can render the entire speech meaningless, no matter how clear and simple the speaker's thoughts were. After all, when speaking, a person often tries to show his “learning” and eloquence. In fact, an incomprehensible speech only creates confusion in the heads of the interlocutors, causes them fatigue and misunderstanding, and deprives them of interest.

Therefore, you need to spend some effort to find the right word, the right concept, and you should avoid surrogate words that significantly reduce the clarity of expression. Mark Twain once spoke about this: “The difference between with the right word and a word that is close to it in meaning is exactly the same as the difference between the flash of lightning and the sparkle of a small firefly.” It is important to ensure that your favorite words and sayings do not turn our speech into a set of empty phrases.

Particular attention should be paid to eliminating foreign words, expressions and fashionable sentence structures from your speech. Foreign words and expressions transferred into our language usually significantly change their original meaning, hence a number of misunderstandings arise. The understanding of these words by people who know this language and by people whose consciousness has reached their modified and simplified meaning differs so much that it is even difficult to imagine.

With the construction of sentences the situation is essentially the same. The main thing is to be clear, to say exactly what you want to say, and so that the listener-interlocutor can understand what is being said to him as best as possible. Let us remember the old truth: those who think clearly speak clearly. Indeed, it is not difficult to notice how not only people with low level educators often complain that they are unable to understand much of what they encounter in print, in lectures, on radio and television. This happens because the speaker mainly tries to emphasize his scholarship and education, but in fact, with an incomprehensible message, he creates confusion and causes hostility on the part of his interlocutors and listeners.

Therefore, you need to use expressions that everyone can understand in your speeches. They should not be in the form of a telegraphic message, but they should not be long either. Each new thought can be expressed in new sentences with a clear conscience. The offer must conclude active position; you need to make an effort and link all the sentences into one natural, logical whole. The grammatical correctness of sentence construction is of exceptional importance. 4

Conclusion

Preparing for a business conversation, especially on controversial and sensitive issues (conflict resolution, trade negotiations, economic or political agreements, deals, etc.), is a difficult and responsible task. The head of the company must draw up a conversation plan based on establishing the main objectives of the conversation, find suitable ways to solve these problems, predict the possible outcome of the conversation, collect the necessary information about the future interlocutor, choose the most appropriate communication strategy, as well as pressure, manipulation, requests for help, cooperation.

Clear, concise and meaningful introductory phrases, addressing the interlocutor by name and patronymic, showing respect for the interlocutor’s personality, attention to his interests, seeking advice in combination with one’s own decent appearance (clothes, posture, facial expression, voice intonation matter) contribute to creating a favorable atmosphere for conversation.

People with developed communication skills, from the first minute of the meeting, begin to “join” the interlocutor - to the rhythm of his breathing, tempo, volume of speech, to the representative

Therefore, you need to use expressions that everyone can understand in your speeches. They should not be in the form of a telegraphic message, but they should not be long either. Each new thought can be expressed in new sentences with a clear conscience. The sentence must contain an active position; you need to make an effort and link all the sentences into one natural, logical whole. The grammatical correctness of sentence construction is of exceptional importance.

Self-analysis of the results and progress of the meeting allows you to realize the miscalculations made, accumulate useful experience for the future, and outline further communication tactics.

Bibliography

    Emelyanov E.N., Povarnitsyna S.E. Business psychology. – M.: Armada, 2007. – 325 p.

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Special plans for preparing and conducting any business conversation are its “Achilles heel,” a luxury unattainable in Everyday life, as many business people believe.

Preparing a conversation allows you to anticipate possible unexpected moments, which reduces the effectiveness of the interlocutor’s “attacks.” In addition, the skill of quick and flexible reaction in case of unexpected developments is acquired. All this will make our situation easier if during the conversation we find ourselves on unfamiliar and slippery ground.

When drafting important business negotiations, organizational plans are drawn up, the implementation of which takes several days (usually 3-4 days) or weeks (3-5 weeks or even more); in addition, it is necessary to plan in detail and as accurately as possible all the activities that need to be carried out as part of the negotiation plan. Such planning allows you to strictly control the implementation of work provided for in the plan, compare the obtained indicators with the planned ones, take into account costs and other initial parameters to determine the needs and possibilities for implementing a project.

Planning a business conversation comes down to the following steps:

Drawing up and checking a business conversation forecast

Establishing the main, long-term objectives of the conversations;

Finding suitable ways to solve these problems (strategies);

· analysis of external and internal opportunities for implementing the conversation plan;

· identification and development of medium-term and short-term objectives of the conversation, their relationship and priority;

· development of measures to implement these tasks (development of a work program, plans for individual elements of the conversation) and timely detection and prevention of bottlenecks in the conversation plan;

· breaking down general plans into small, detailed plans;

This is how specific work programs are developed, which must be followed when implementing the conversation plan, but with the necessary adjustments.

To avoid failures, it is necessary to find out what obvious practical results come from planning a business conversation. It allows you to identify specific, quantifiable tasks already at the beginning of preparation for the conversation; replace individual elements of a future conversation, draw up options for plans that facilitate decision-making by transferring them from intuitive to real. Planning helps you find and eliminate possible bottlenecks in the conversation; coordinate all actions and events according to the business conversation plan in time and from a professional point of view. Planning allows you to “hand over responsibility” and “delegate” control within a conversation project to individuals, which encourages creativity employees to draw up a conversation plan.

The time plan for all activities for preparing and conducting a conversation is master plan preparation on which all other plans are based. It indicates the types of activities, deadlines and performers.

The activities are to a certain extent related to each other. An example of a time-based preparation plan for a business conversation is offered in the form of an aide-memoire for planning individual major events.

The strategic conversation plan represents the path and program of action to achieve the intended objectives.

A tactical plan for a conversation is a list of ways to achieve goals step by step, the implementation of which leads to the solution of the main, strategic tasks of the conversation.

The operational conversation plan is a lower level of developing a tactical plan; it defines a program of action for each individual point of the conversation. The plan for information and collection of materials is the most complex, critical link in the system of planning a business conversation. First, the initiator of the conversation looks for sources of information, then studies the types of information coming from these sources. Finally, he must coordinate the actions of other services and performers who help him in collecting materials for the conversation.

The plan for systematization and selection of working materials determines the structure of the organization of the collected material and the criteria for its selection. Moreover, structure and criteria are naturally flexible concepts.

The time plan for the presentation determines the framework of the work plan for the conversation. The basis is the time agreed upon when scheduling the meeting; conversation time; This plan is considered more often than others.

The work plan establishes the structure of the presentation and the conversation as a whole, taking into account the available time. The principles and methods for developing the conversation plan itself are also established.

Coordination of plans becomes especially important in the event of any changes in the preparation for the conversation, if they affect other preparation operations.

And the last plan - the training plan - involves developing a rehearsal program for our business conversation.

The ability to conduct a business conversation is an integral part for a business person in modern world. With help correct use using all techniques for conducting business conversations, you can achieve significant success in business negotiations and make a deal for favorable conditions. Therefore, I propose to consider the structure of such a conversation in more detail in this article.

With the help of a business conversation, we realize our desire for action, which should incline to one of the sides of a given situation or establish new relationships between the participants in the business conversation.

In such a conversation, one should take into account the personality characteristics of the opponent, his character, age, and the mood of the interlocutor, but one should not forget the interests of the case. And the interests of the cause must be above all personal differences. In the modern world, these conversations can represent oral agreements (contracts) between participants who have the necessary authority.

Conducting a business conversation is aimed at implementing various functions. Let's look at some of them.

  • The first of the functions is the search for new directions for starting promising actions, which can lead to business expansion.
  • The next important function is expressed in obtaining more in-depth information about the prospective partner and in obtaining the opportunity for communication between employees from the same business environment.

This function helps us more fully understand the economics of this market segment. With the help of communication we can control the activities already being carried out. It is also worth mentioning such a function as searching for ideas, plans and their prompt development. This will undoubtedly lead to new solutions in various fields.

Now I propose to consider the elements that make up a business conversation. The following stages can be distinguished from the course of its implementation:

1. Plan development phase

This stage is especially important when resolving controversial and sensitive issues. In this case, you should draw up a conversation plan in which you should find suitable ways to solve the main problems. To draw up this plan, you should analyze external and internal opportunities, collect the necessary information about the future interlocutor, think over compelling arguments to defend your position, and choose appropriate communication tactics.

2. Phase of determining the place and time of the meeting.

A business conversation can be conducted in different ways and it depends on the position of the participants. There are three types of positions:

  • The first of these is the “I’m on top” position. It emphasizes your superiority over your interlocutor and is implemented something like this: “You should be in my office at 9 o’clock,” but in the territory of your future interlocutor, the implementation of such a position is difficult.
  • The second is the position “I am from below”, i.e. superiority in the position of the interlocutor and is carried out through the request: “Do I have a problem? Could you tell me when I can consult with you?”
  • And the third position is “we are equal.” It goes something like this: “We have a common interest on this issue. I suggest you agree on a place and time for the meeting.”

3. Conversation initiation phase.

This stage includes meeting the interlocutor and making contact with him. Depending on how the interlocutor entered, what his posture was, the intonation of the first phrases, his gaze, mutual arrangement in space, the type of contact should be determined: “I am on top”, “I am below”, “We are on equal terms”, friendly, neutral, aggressive is established.

Therefore, you can greet the guest different ways: from a slight lift of the chin to approaching a person, from a nod to completely ignoring the person who entered, going deeper into his own affairs. All these nuances when making contact can largely predict further interaction with the interlocutor.

There are usually four basic techniques used to start a conversation:

  • a method of relieving tension (establishing close contact, which includes a few pleasant phrases or a light joke);
  • hook method (attracting the interlocutor’s attention to a given issue using an unusual question or telling an anecdotal incident);
  • method of directly presenting the problem (getting straight to the point).

People who master these techniques can win over the interlocutor from the first minute of a meeting and influence the final decision.

4. Phase of identifying the problem to be solved.

This stage is one of the most important in the structure of a business conversation and depends on the goals you are trying to achieve. In a conversation, you can present goals in various ways:

4.1. The purpose of the conversation can be represented as a problem.

In this case, responsibility for solving the problem lies with both parties;

4.2. The purpose of the conversation can be presented in the form of a task.

At the same time, a person is only responsible for completing a certain task, which may not be a solution to the problem itself;

4.3. The purpose of the conversation is stated only externally as a problem.

At the same time, the situation itself is presented to the interlocutor in such a way that it pushes him to the only right action which leads to a solution to the problem. In this situation, it turns out that the responsibility for solving the problem is shared by both parties, although the method of solution was specified by only one party. In this case, responsibility for its decision is shifted to the other interlocutor.

5. Information exchange phase.

Various techniques can be used to exchange information during a conversation:

5.1. Conduct information transfer in accordance with the level of awareness of the interlocutor, i.e. with the level of his professional competence;

5.2. The person conducting the conversation must put himself in the place of the interlocutor, which will help to better understand him;

5.3. Strive to engage your opponent in dialogue and give him the opportunity to show everything he knows. To do this you need to combine various types questions;

5.4. Observe the non-verbal reactions of the interlocutor and, in accordance with his reaction, flexibly change your behavior and the amount of information presented;

5.5. When transmitting information, you should use the “language” of the interlocutor, which is more understandable to him in order to misunderstand each other.

6. Argumentation phase.

At this stage, a preliminary opinion is formed and your position on this issue is determined. But this is not the final opinion yet. To achieve an argument, it is important to operate with the following recommendations:

6.1. In a conversation, use precise and convincing concepts, as they can give you credibility in defending your position and quickly win your opponent over to your side;

6.2. The method and pace of presenting your vision of the problem should correspond to the temperamental characteristics of the interlocutor;

6.3. One should not simply state the facts, but should state all the in store advantages or consequences that should flow from these facts. At the same time, these advantages should be of interest to your interlocutor.

7. Phase of refuting the interlocutor’s comments.

This phase in many cases plays a decisive role in the assessment of the situation on the part of the interlocutor.

In cases where your arguments are met with objections from your opponent, you should use this technique:

7.1. Listen to all his objections (the interlocutor gets very irritated when he is interrupted without listening to the end);

7.2. Do not rush to answer until you understand the very essence of the objections;

7.3. Find out whether these objections really have merit or whether they are caused by inaccuracy in understanding the very essence of the issue;

7.4. When determining a way out of this situation, ask questions so that the interlocutor has only two answer options.

8. Phase of searching for a solution that satisfies both parties.

At this stage the final decision is made. It should be carried out in the style of cooperation, equality or in the form of forced consent, the submission of one interlocutor to his opponent.

When making a decision, you cannot show uncertainty in a way that could affect your interlocutor, and he will also begin to hesitate in his decision. You should always remain calm when making a decision, and be sure to leave at least one strong argument that strengthens your position. This is in case the interlocutor begins to hesitate at the moment of making a decision.

9. Phase of signing agreements and ending contact.

At this stage, the results of the business conversation are summed up and drawn up on paper. It is useful to establish a way to inform each other about the progress of the planned actions. Don't forget to thank your interlocutor and congratulate him on his decision.

To end contact, use non-verbal gestures, i.e. the pose changes, the person averts his eyes, stands up and ends with a verbal farewell.

10. Phase of self-analysis of results.

At this stage, we realize the mistakes we made when drawing up a plan for a business conversation, and determine further communication tactics.

But these are not strict rules that should be applied, but only guidelines for action. They do not give 100% results in making a decision, but they help you understand the essence of what is happening. And don’t forget that if you approach the preparation of a business conversation correctly, you can get the most out of this communication.

The plan for a successful business conversation can be presented in the form of six groups of questions that you should ask yourself before starting any business conversation. Learn how to develop a successful strategy for your upcoming business conversation.

When consciously preparing for a conversation, before developing a strategy and a detailed plan for the conversation, a preliminary analysis of the personality of our interlocutor and his official position is carried out; the consequences of our message are predicted. We will not consider the formal aspects of the analysis, but will outline a possible plan for a preliminary analysis of the conversation. This plan can be summarized as six sets of questions that you should ask yourself before starting any business conversation. Answering questions allows us to imagine the expected operational situation, which can be used to develop a strategy, a detailed plan and a work plan for a business conversation.

Through a preliminary analysis, it must be established what type of conversation we are talking about: will it be a conversation in which we want to speed up the adoption of some decisions (forced conversation), or will the main purpose of the conversation be to transfer information to the interlocutor to awaken his interest in a new problem (informative conversation); maybe we are talking about eliminating other people's options and carrying out our decision (elimination conversation); maybe this is a conversation where we introduce the interlocutor to a new topic (conversation-lecture).

Developing Conversation Strategies

What is a conversation strategy? What does it consist of? How to develop a strategy for our business conversation? Conditionally and extremely simplified, we can assume that a conversation strategy is a process that, in general terms, leads to solving the objectives of this conversation that we have outlined. In any case, the choice of strategy is determined by the topic of the conversation. It is based on a set of principles that we define with the help of communication theory and psychology and which should lead us to the desired goal. Of course, the strategy changes from conversation to conversation and from interlocutor to interlocutor. But no matter how mystical the word “strategy” may sound, we will still try to establish at least the general principles and directions of our work in preparing and conducting the conversation:

  • Imagine and describe, as convincingly as possible, your future interlocutor and his expected reaction.
  • Try to delve into his goals and motives to understand his starting position, logic and strategy.
  • Think about how to create a favorable atmosphere for conversation, gain trust, avoid tension, minimize formalism and routine in communication, show sympathy, and be attentive to everyone present. If both familiar and unfamiliar interlocutors participate in a conversation, then, as a rule, you need to be more restrained towards familiar interlocutors, and more attentive towards new ones. It is human nature to want to turn to acquaintances in any conversation, and this can put new interlocutors in an unequal, isolated position, which significantly impedes the success of a business conversation.
  • Observe, listen and evaluate the reactions of your interlocutors, and use the conclusions to continue the business conversation and possibly change its plan.
  • Use a positive and optimistic way of expressing your thoughts and emotions.
  • Ask as many questions as possible so that the situation crystallizes as early as possible.
  • Avoid sudden turns in conversation. Of course, everyone is unpleasant if they unexpectedly “drowse them with cold water”; the same applies to our interlocutor.
  • Develop a general method of argumentation in this conversation: a detailed argumentation plan, possible counterarguments.
  • Think about what tools you can use to steer the conversation in the desired direction and to prevent possible deviations. Even a simple model of conversation orientation, despite the fact that the invented example and the concrete case are almost always different from each other, means a big step forward - we have prepared the technique, and all we have to do is adapt it to the given case.
  • Outline alternative (backup) goals, less suitable options and prepare compromise solutions in case you no longer control the flow of the conversation.
  • If possible, develop step-by-step tasks and gradually include them in the design of the conversation. Their function is to be a ladder; instead of a risky jump, we will make a relatively easy climb. And of course, we should provide for a process for neutralizing comments if they take a direction that is extremely undesirable for us.
  • Finally, ensure further contact with the interlocutor and pay attention to the possibility of new activities.

This general strategy for preparing and conducting a conversation can be used in whole or in part for almost any business conversation. We now have to develop a specific strategy for each specific business conversation, which is determined by us, the personality of the partner, the situation, circumstances and immediate goals.

Checking your preparedness for a conversation

Before starting the conversation, it is useful to look again at the materials, analyze the work done and clarify some details. To do this, we provide a checklist of questions that the reader can supplement and adapt to their daily needs. Before starting a conversation, answer the following questions for yourself:

  1. Have I thought everything through carefully?
  2. Am I fully prepared to correctly answer the interlocutor’s possible questions?
  3. Did I try to imagine myself in the place of my interlocutor and understand him?
  4. Is my conversation plan accurate, clear and correct?
  5. Will my conversation plan raise questions that I cannot answer?
  6. Does my language seem natural and convincing?
  7. Is the conversation plan drawn up correctly, is its construction logical?
  8. Are all my thoughts expressed accurately and clearly?
  9. Is the tone of the presentation correct?
  10. If this conversation were held with me, would I be satisfied with it?

Presentation style

As for the choice of words, you should always try to use simple, well-known and generally accepted words that are understood by everyone. This sometimes contradicts the fact that the term used should at the same time be the most accurate. A person must be aware that a layer of vague, incomprehensible and unintelligible terms can render the entire speech meaningless, no matter how clear and simple the speaker's thoughts were. After all, when speaking, a person often tries to show his “learning” and eloquence. In fact, an incomprehensible speech only creates confusion in the heads of the interlocutors, causes them fatigue and misunderstanding, and deprives them of interest.

Therefore, you need to spend some effort to find the right word, the right concept, and you should avoid surrogate words that significantly reduce the clarity of expression. Mark Twain once spoke about this: “The difference between the right word and the word that is close in meaning is exactly the same as the difference between the flash of lightning and the sparkle of a small firefly.” It is important to ensure that your favorite words and sayings do not turn our speech into a set of empty phrases.

Let us remember that inappropriate abbreviations of names can drive a normal person, ignorant in a certain specialized field, to real despair.

Particular attention should be paid to eliminating foreign words, expressions and fashionable sentence structures from your speech. Foreign words and expressions transferred into our language usually significantly change their original meaning, hence a number of misunderstandings arise. The understanding of these words by people who know this language and by people whose consciousness has reached their modified and simplified meaning differs so much that it is even difficult to imagine.

With the construction of sentences the situation is essentially the same. The main thing is to be clear, to say exactly what you want to say, and so that the listener-interlocutor can understand what is being said to him as best as possible. Let us remember the old truth: those who think clearly speak clearly. Indeed, it is not difficult to see how not only people with a low level of education often complain that they are unable to understand much of what is found in the press, in lectures, on radio and television. This happens because the speaker mainly tries to emphasize his scholarship and education, but in fact, with an incomprehensible message, he creates confusion and causes hostility on the part of his interlocutors and listeners.

Therefore, let us use in our speeches expressions that are understandable to everyone. They should not be in the form of a telegraphic message, but they should not be long either. Each new thought can be expressed in new sentences with a clear conscience. The sentence must contain an active position; you need to make an effort and link all the sentences into one natural, logical whole. The grammatical correctness of sentence construction is of exceptional importance.

General memorization rules

Summarizing the experience of everyday practice of business conversations and comparing it with the conclusions and ideas of recognized authorities in this field (theorists and practitioners), we came to the analysis of our most vulnerable ability - the ability to quickly and completely remember. If we try to remember the content of several discussions, there will be no need to specifically emphasize the role of our “memory capacities.”

Fortunately, you can significantly increase, and without much difficulty, the volume and accuracy of memorization. You just need to apply a few basic principles that have long been discovered by researchers. We are not going to delve into the biological nature of memory or search for different definitions of this still mysterious chemical-biological process. Let's leave this to specialists, biologists, psychologists and chemists. We will limit ourselves to practical instructions that can partially alleviate our daily torments.

Under no circumstances should we try to remember everything that passes through our ears. This attempt will probably end in failure. Therefore, we should always carefully select the material that we are going to store in memory. At the same time, memorization should be subordinated to the following long-term goals: to increase the efficiency of our labor activity; create the prerequisites for intensifying mental activity.

Many researchers have discovered and developed dozens practical recommendations and principles, the application of which will help develop memory. But remembering all these recommendations would be too difficult and irrational. So we'll select four or five general principles, which should be sufficiently capacious and include the main points of the remaining principles. These general rules(principles) should be applied consciously until they become our flesh and blood, since a good memory is a prerequisite effective implementation any business conversation.

What are the general rules of memorization?

  1. Our thoughts should be aimed only at accurately remembering the information being communicated, that is, will and effort are required, and not an attitude of expectation.
  2. We should actively respond to the event that we must remember; you need to listen, discuss and think about it as it happens.
  3. Remember this event later at a convenient moment so that it is consolidated and does not fade or be erased from memory.
  4. Instill in yourself the significance of what you consciously want to remember in order to link this event in time and space with others, thus creating reference points for remembering.
  5. The most reliable and quick way improve memory develop note-taking systems and carefully write down everything we consider necessary. If possible, the amount of this required should be maximized.

It is better to apply all these rules consistently, which is the main prerequisite for increasing the effectiveness of our business conversations.

Let us remind you that the first four rules should be applied only after the fifth has been learned. Evidence shows that most people who have achieved success have used the fifth rule.

Record keeping

Can anyone remember everything they need to remember, or everything they would like to remember? Psychologists say, and experiments confirm, that even the most gifted individuals forget more than they remember when it comes to work materials. And half of what remains in memory is also inaccurate. Thus, the entire volume remaining in memory in best case scenario drops to 15-20% of what was reported. These strict natural limitations inevitably force us to acquire special skills of work and prevent us from foolishly trying to keep all the facts in our memory. And this brings us to the last rule of the previous paragraph - systematically maintaining relevant records, which is especially important for people holding responsible positions and having a wide range of responsibilities, since this is the only way to expand the boundaries of our memory. There is a well-known expression: “A notebook with notes is for a business person what a net is for a fisherman.” In this regard, we can advise:

  • systematically take notes in a notebook;
  • lead them consistently and in the same style;
  • never skimp on paper.

Records should, if possible, be provided with detailed comments, since bare facts often later turn out to be almost useless, since they are very difficult to decipher.

The question arises: what needs to be written down? It is useful to determine for ourselves the principles by which we will select material in the following areas: what should be written down, what should be remembered, and what should be forgotten.

We must also constantly be aware that there is a risk of overestimating our own capabilities, since everyone tends to memorize certain material so as not to write it down.

And the last question. For what purposes can records be used? Some authors recommend dividing all materials (or files) into four groups of records for greater clarity and ease of maintenance.

These groups include:

  • information about future obligations with a time stamp. Things that need to be done in the next month should be supplemented with reminders of what is to come (business conversations and meetings);
  • special tasks and affairs that are not related to our daily activities, but which remind us of ourselves until we complete them (letters, information we need, identification of problems for discussion);
  • data that we may need in the future, which may happen when they have already faded in memory, and their importance is such that we will have to communicate them to someone or use them without errors or omissions;
  • entries that refresh memory or contribute to more complete and accurate memorization (formulas, names with a description of a person, specifications, structure, terms with definitions of meaning).