Communication Styles(英文版)(ppt 114页).ppt

1、Author: Kim Soskin,Communication Styles,April 1998,Copyright 1998 Bain Bateson, Gregory, “Steps to an ecology of Mind”, Ballantine Books, New York, 1972,How Communication Happens,15,CBJHu801,Metamessages provide the key to interpreting the conversation.,Source: Tannen, Deborah, “You Just Dont Unders

2、tand”, Ballantine Books, New York, 1990; Bateson, Gregory, “Steps to an Ecology of Mind”, Ballantine Books, New York, 1972,Metamessage identifies activity and atmosphere of interaction argument or chat inquiry or challenge Identifies speakers assumption of relationship with listener superior/subordi

3、nate peer friend/adversary Is conveyed through word usage, body language, directness,humorous or serious hostile or collaborative,Understanding Metamessages,16,CBJHu801,Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990; Bateson, Gregory, “Steps to an Ecology of Mi

4、nd”, Ballantine Books, New York, 1972,Words,Language usage: Form: Function:,Choice and combination of words Statement, questions, exclamation Command, inquiry, apology, compliment, etc.,Behaviors,Voice: Body:,Tone, inflection, pace, pauses, volume, duration Posture, movement, gestures, facial expres

5、sions, eye contact,Degree of directness,Degree to which meaning is literal or subject to interpretation,Metamessage is a combination of words and behavior.,To interpret metamessage, consider:,How Metamessages Provide Information,17,CBJHu801,Directness indicates whether what you say is what you mean

6、essential component of metamessage the more indirect the communication, the more need for interpretation greater opportunity for misunderstanding Fundamental element of communication use varies significantly within styles and within cultures Directness is indicated through word choice, voice, and/or

7、 body language,The more indirect a communication, the more likely it will be misinterpreted,Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994,Effect of Indirectness,18,CBJHu801,Degree of directness affects the meaning of the message,Source: Tannen, Deborah, “Talking From 9 to 5”, Avon

8、 Books, 1994,What You Say,What You Mean,Direct,Could you turn up the,heat?,Could you turn up the heat?,Indirect,Is it cold in here?,Could you turn up the heat?,Whats the temperature here,compared to somewhere else?,Is the window open?,Direct,Bring me the client list.,Bring me the client list.,Indire

9、ct,Do we have the client,list?,Bring me the client list.,Why isnt the client list on my,desk?,Is the client list done yet?,Degree of Directness: Examples,19,CBJHu801,Intention:,Transmit,Interpret Receive,or,Message ideas, thoughts, feelings expressed words Metamessage information about the interacti

10、on expressed in language usage, behaviors and level of directness,Understanding Communication,20,CBJHu801,“Can I Help You?”,The same words have different meanings when combined with different behaviors. Successful communication depends on accurate interpretation of words and behaviors.,Source: Tanne

11、n, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990,Smile Direct eye contact Soothing tone Leans toward speaker Open posture,Frown No eye contact Impatient tone Turned from speaker Taps fingers on desk,Smirk Rolls eyes upward Challenging tone Leans back in chair Arms crossed ove

12、r chest,Metamessage Examples,21,CBJHu801,Possible combinations of language and behavior are dizzying need “shorthand” process for interpreting metamessage Communication styles provides process patterns of automatic, ritualized behaviors provide predictable process for communication allows quick inte

13、rpretation message content relationship between participants activity atmosphere,Communication style is the “logic” we use to make sense of interactions,Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990,Process of Communication,22,CBJHu801,Style consists of automa

14、tic, 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 the beginning of the ritual The following steps complete the shared pattern,Source: Tannen, Deborah, “

15、Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990,Understanding Style: Example,23,CBJHu801,Ritualized patterns for greeting people you know:,Different cultures have different patterns of interaction. They make sense in the culture,

16、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,Philippines “Where are you going?” “Over there”,France “Bon jour” “Bon jour” Accompanied by handshake,Understanding Style: Example,24

17、,CBJHu801,Our communication style is our characteristic speaking pattern.,Source: Tannen, Deborah, “The Power of Talk: Who Gets Heard and Why”, Harvard Business Review, September-October, 1995,Style allows us to consistently predict and respond to metamessage of communication Style is based on cultu

18、rally learned signals use to convey and interpret meaning negotiate relationships evaluate one another as people,Individual style is influenced by: ethnicity gender class,geographic region family/community norms age academic background,Understanding Style,25,CBJHu801,Our own style is invisible to us

19、 we take it for granted We assume everyone uses the same style we do expect communication will be predictable,Style configures how we communicate, but we are unaware of it,Source: Tannen, Deborah, “You Just Dont Understand”, Ballentine Books, 1990,Understanding Style,26,CBJHu801,Communication is mos

20、t successful when styles match message and metamessage accurately interpreted both parties are satisfied However, different people use different styles When styles dont match, communication can fail interpretation is not accurate pattern is interpreted literally both parties are frustrated one or bo

21、th may feel they have not communicated,Successful communication depends on mutuality of styles,Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990,Components of Successful Communication,27,CBJHu801,Confusion between intent and effect causes frustration in both parti

22、es,Source: Tannen, Deborah, “Talking 9 to 5”, Avon Books, 1994,When Styles Clash,28,CBJHu801,Missing the ritual aspect of style can cause confusion, frustration and even insult,Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine B

23、ooks, 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 you.”,France “Bon jour” “Hey, howre ya doin?”,Style Clash: Examples,29,CBJHu801,Listeners receive best when transmission matches

24、 their style Your can increase effectiveness by gaining understanding about your listeners style expanding personal style to match listeners style adapting to audience more realistic than expecting them to adapt to you,Expanding your style to match that of your listener(s)will improve your communica

25、tion,Source: DISC Work Style Profiles, (need rest of reference)*,Increasing Your Effectiveness,30,CBJHu801,Can You Use This Module? How Communication Works Communication and Perception Styles in the Workplace Communicating at Bain Understanding Your Individual Style Managing Communication at Bain,Ag

26、enda,31,CBJHu801,Source: DuPraw; Marcell E and Axner; Marya “Working on Common Cross-Cultural Communication Challenges; Topsfield Foundation, 1997; Tannen; Deborah; “Talking From 9 to 5”; Avon Books, 1994,Your communication style can impact perception of your competence,Sue speaks out in meetings, s

27、tating her ideas forcefully, and challenging others,Match: Sue is confident,Clash: Sue is rude and arrogant,When styles match, perception of listener is positive When styles clash, perception of listener is often negative,Communication and Perception,32,CBJHu801,Same situation from another perspecti

28、ve has same result,Sue focuses her participation in meetings on supporting others ideas and asking questions,Match: Sue is collaborative,Clash: Sue is insecure,Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994,Communication and Perception,33,CBJHu801,Source: Tannen; Deborah; “Talking 9 to

29、5”; Avon Books, 1994,Perception becomes the basis for future action,Sue speaks out in meetings, stating her ideas forcefully, and challenging others,Match: Sue is confident,Clash: Sue is rude and arrogant,“Sue has real leadership potential”,“Im not sure Sues got what it takes to lead this team”,Comm

30、unication and Perception,34,CBJHu801,Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994,Sue focuses her participation in meetings on supporting others ideas and asking questions,Match: Sue is collaborative,Clash: Sue is insecure,“Sue has real leadership potential”,“Im not sure Sues got what

31、 it takes to lead this team”,Communication and Perception,35,CBJHu801,Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994,Your communication often represents your work judgments about work often inferred from how it is presented much of that presentation is in the form of talk When style doe

32、snt match norms, work (instead of style) may be judged inadequate Missed signals have powerful impact: reduced personal satisfaction reduced opportunities to excel skewed performance assessment,In the workplace, your communication style impacts perception of your competence,Implications at Work,36,C

33、BJHu801,Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994,Your communication style can impact perception of your competence,Sue speaks out in meetings, stating her ideas forcefully, and challenging others,Match: Sue is confident,Clash: Sue is rude and arrogant,“Sue should be promoted”,“Let

34、s wait and consider her for next year”,Implications in the Workplace: Example,37,CBJHu801,Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994,Sue focuses her participation in meetings on supporting others ideas and asking questions,Match: Sue is collaborative, has leadership potential,Clash:

35、 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: Example,38,CBJHu801,Can You Use This Module? How Communication Works Communication and Perception Styles in the Workplace Communicating

36、at Bain Understanding Your Individual Style Managing Communication at Bain,Agenda,39,CBJHu801,Every community has a communication norm the “way things are done” many styles may be present in group dominant style becomes group norm Workplaces, like other communities, have communication norms dominant

37、 style depends on style of leaders type of industry regional location size of organization client needs work processes,Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994,Dominant communication style within a group is its norm,Communication Styles in the Workplace,40,CBJHu801,Generally

38、two communication styles in an organization hierarchy: organizes relationships in terms of status equality: organizes relationships in terms of connection Dominant style will become organizations norm,There are generally two primary styles in the workplace. They are organized by a focus on hierarchy

39、 or equality.,Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994,Communication Styles in the Workplace,41,CBJHu801,Both systems organize interactions and relationships - they just do it differently.,Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990,

40、Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994,Hierarchy,Objective Description Process,Equality,Maintain equal status in group,Each group member strives to minimize differences by maintaining appearance of equal status,Members avoid taking center stage, deflect or share attention if they g

41、et it, avoid challenges,Maintain ranked status in group,Each group member strives to be one up by putting others down,Individuals jockey for center stage, challenge those who get it, leader deflects challenge,Characteristics of Hierarchy and Equality,42,CBJHu801,The world is seen very differently in

42、 each system.,Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990,Hierarchy/Equality (Views of the World),43,CBJHu801,Process of interaction is also seen very differently by the two systems.,Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New

43、York, 1990,Hierarchy/Equality Interaction,44,CBJHu801,The function of both systems is to organize relationships in terms of both status and connection Their primary focus is different,The two systems differ in their focus, not their function.,Source: Tannen, Deborah, “You Just Dont Understand”, Ball

44、antine Books, New York, 1990,Function and Focus of Workplace Styles,45,CBJHu801,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, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen,

45、 Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990,Styles View of Each Other,46,CBJHu801,Historically, workplace was primarily male men tend to communicate in hierarchical style workplace reflects influence many organizations have hierarchical norm Womens presence introduced new

46、style women tend to communicate in egalitarian style organizations adopt new style to the degree it: reflects style of leaders is represented in organization supports work practices may use style situationally if not used as norm,Communications in the workplace reflect the generally different styles

47、 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 Gender,47,CBJHu801,Each of us believes deeply: our norm is the best way to communicate makes the most sense, has the most v

48、alue everyone should communicate the way we do if they dont, they should change This bias reduces effectiveness in a norm that doesnt match our style,We hold strong biases about the group norm we subscribe to.,Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Ju

49、st Dont Understand”, Ballantine Books, New York, 1990,Understanding Group Norms,48,CBJHu801,Whenever you join an established community, individual style may or may not match group norm If it doesnt, may clash with some or many stylistic behaviors can be very frustrating clashes may feel personal rem

50、ember: clashes result from stylistic differences If your style clashes with organizations norm: get smart about operating effectively within it look at new group as new audience focus on learning how audience functions,When you join a group, your individual style may or may not match the norm.,Sourc

51、e: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994,Joining a New Group,49,CBJHu801,Observe it to understand it compare what they do to what you do look for congruencies in your values and theirs both value delivering an excellent product process for doing so is different understand how thei

52、r process serves the culture Key to understanding another groups norm is objectivity strategically assess new culture what it takes to be heard what it takes to have work recognized what it takes to excel,Every style is logical and valuable to the individual or organization that holds it,Source: Tan

53、nen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990,Understanding Others Group Norms,50,CBJHu801,Each style has a “way of doing things.” Style characteristics are summarized here, and explained in detail in the next sec

54、tion.,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 Summary,51,CBJHu801,Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Under

55、stand”, Ballantine Books, New York, 1990,Scenario 1,Scenario 2,Mario looks for an opportunity to speak in meetings Others speak without stopping, or interrupt each other quickly He leaves the meeting without saying anything,As Simone speaks, she pauses briefly expects others to jump in and challenge

56、 ideas When no one does, she continues to elaborate on her idea,Style in Action - Participation in Meetings,52,CBJHu801,Both Mario and Simone are using pauses to signal when to start and end their participation Mario is looking for a long pause as a way in Simones brief pauses are invitations for ot

57、hers to join her Neither are operating in a norm that matches their style Marios group use pauses too short for him to recognize Mario feels he cant get a word in edgewise his group thinks he doesnt have anything to contribute Simones group needs longer pauses than she provides Simone feels like she

58、 is always carrying the ball her group thinks she is self-absorbed,Key takeaway,Source: 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 Meetings,53,CBJHu801,Source: Tannen, Debo

59、rah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990,Stylistic Norms - Participating in Meetings,Hierarchy,Equality,Style Assumption,Status Assumption,Meetings are a chance to grab the spotlight,Assert Status By: Speaking Assertively Ho