Business Conversation: Preparation, Planning and Structure
Igor Nikolaevich Kuznetsov, image consultant, author of training programs on business communication and corporate culture.
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 sides of a situation or establish new relationships between the participants in the conversation.
IN 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.
Basic functions business conversation:
Start of promising activities and processes
Control and coordination of already started activities and processes
Exchange of information
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.
Preparing for the conversation
Includes:
1. Planning:
preliminary analysis of participants and situation;
initiative to conduct a conversation and determine its objectives;
defining strategy and tactics;
detailed plan preparation for the conversation.
2. Operational preparation:
collection of materials;
selection and systematization of materials;
thinking and arranging materials;
work plan;
developing 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.
Structure of a business conversation
Consists of 5 phases:
Starting a conversation.
Transfer of information.
Argumentation.
Refuting your interlocutor's arguments.
Decision making.
For any speech, any conversation there are 10 general rules, compliance with which will make your performance, if not perfect, then at least correct:
Lore.
Clarity.
Reliability.
Constant focus.
Rhythm.
Repetition.
The element of surprise.
"Saturation" of reasoning.
Framework for transmitting information.
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 business conversation, the content and technique of presentation are valuable;
should be limited to facts and details in the conversation and reasoning on the topic;
it is better to plan the conversation with various possible options;
it is sometimes necessary to repeat and draw conclusions from what has been said;
should be addressed directly to the interlocutor, taking into account that personal influence in business relations has great value.
Phase I: Starting the conversation
Tasks:
establishing contact with the interlocutor;
creating a pleasant atmosphere for conversation;
attracting attention;
stimulating interest in conversation;
"seizing" the initiative.
Techniques for starting a conversation:
Method of stress relief - allows you to establish close contact with your interlocutor.
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.
The method of stimulating the play of imagination involves posing at the beginning of the conversation many questions on a number of problems that should be considered in it.
The direct approach method means going straight to the point, without speaking.
The right start to a conversation involves:
an accurate description of the purpose of the conversation;
mutual introduction of interlocutors;
topic name;
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.
Phase II. Transfer of information
The purpose of this part of the conversation is to solve the following problems:
collecting 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- these are questions that cannot be answered “yes” or “no”; they require some kind of explanation (“What is your opinion on this issue?”, “Why do you think the measures taken are insufficient?”).
3. Rhetorical questions - these questions are not given a direct answer, because their purpose is to raise new questions and point out unresolved problems and to ensure support for our position from the participants in the conversation through tacit approval (“We adhere to consensus on this issue?").
4. Turning points - keep the conversation in a strictly established direction or raise a whole range of new problems. (“How do you imagine the structure and distribution...?”).
5. Questions for reflection - force the interlocutor to reflect, carefully consider and comment on what has been said (“Did I understand your message correctly that...?”, “Do you think that...?”).
Phase III. 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 much more profitable for you:
always openly admit that the other person 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 your 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 your 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, we have 12 rhetorical argumentation methods in our arsenal:
Fundamental method. Represents a direct address to the interlocutor.
Method of contradiction. Based on identifying contradictions in the arguments against.
Method of drawing conclusions. It is based on precise argumentation, which gradually, through frequent conclusions, will lead you to the desired conclusion.
Comparison method.
The “yes...but” method.
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.”
"Boomerang" method.
Ignoring method.
Potentiation method. The interlocutor, in accordance with his interests, shifts the emphasis and brings to the fore what suits him.
The "removal" method. Based on a gradual subjective change in the essence of the matter.
Survey method. Based on the fact that questions are asked in advance.
Visible support method.
Twelve Speculative Methods of Argumentation:
Exaggeration technique.
Anecdote technique.
Technique of discrediting your 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.
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.
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.
Displacement technique - the interlocutor does not really move on to any one, precisely defined problem, but exaggerates secondary problems taken from your speech.
The technique of misleading is based on the communication of confusing information, words that the interlocutor bombards you with.
Delay technique. Its purpose is to create obstacles to the discussion or delay it.
Appeal technique. It is a particularly dangerous form of “displacement” of the reasoning process (the interlocutor appeals for sympathy).
Distortion technique.
Question-trap technique. Includes 4 groups:
repetition;
extortion;
alternative;
counter questions.
Phase IV. Refuting the interlocutor’s arguments (neutralizing the interlocutor’s comments)
Goals:
persuasiveness of presentation;
reliability of presentation;
dispelling doubts;
motives for 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;
discovering the real cause;
choice of tactics;
choice of method;
prompt refutation of comments.
What techniques are used to neutralize (refute)?
"boomerang";
approval + clarification;
reformulation;
target consent;
"elastic defense";
survey method;
“yes... but...?”
warning;
proof of meaninglessness;
deferment.
How to handle comments during neutralization?
localization;
response tone;
open contradiction;
respect;
recognition of being right;
restraint in personal assessments;
brevity of the answer;
avoidance of superiority.
Phase V. Decision Making
Goals:
summarizing the arguments called and approved by your interlocutor;
neutralization of negative aspects in prison;
consolidation and confirmation of what has been achieved;
building bridges for the next conversation.
Some general tips for ending a conversation:
Feel free to ask the other person if they agree 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 in stock strong argument, confirming 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.
Don't give up until you've tried everything known methods 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. As soon as a decision is made, thank the interlocutor and congratulate him on a reasonable decision.
References
To prepare this work, materials from the site were used
- Ask questions that cannot be answered in one word. Instead of saying, “Today is a wonderful day, isn’t it?”, ask, “How are you planning to spend this wonderful day?” The person may answer “yes” or “no” to the first question, which may indicate that the conversation has reached a dead end. Ask questions that your interlocutor cannot answer in monosyllables.
- Ask questions that will help you understand your interlocutor's point of view. If you don't fully understand what your teenage daughter wants, you can say, “You said you don't have enough freedom, and I can see that you're upset about that. What can we do to find a way out that will suit both you and dad and me?”
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Learn to be an active listener. Being an active listener means taking an active part in the conversation, answering your interlocutor's questions and asking them your own. You can show that you are an active listener through gestures and words. If your interlocutor sees that you are listening carefully, he will feel valued and respected, and this, in turn, is very important if you want to build an interesting conversation.
- Show the other person that you are interested in what they are saying using gestures and body language. Maintain eye contact while talking. Also, nod your head when appropriate.
- Additionally, you can use expressions that show your interest in the conversation. You can simply say, “How interesting!” Or you can say this: “I didn’t know that. Can you tell me more about how you feel when you run a marathon?”
- Another way to show that you are listening attentively to the other person is to paraphrase his words. For example, you could say, “It's great that you decided to volunteer in this area. I see you like to learn new things."
- If you want to learn to listen actively, remember that you need to listen carefully to what the other person is saying and think about it. Instead of sitting and trying to formulate an answer, focus on what you are being told and absorb the information.
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Be sincere. When talking to a person, show your sincere interest in him. Perhaps you want to get to know your boss better. Most likely, your boss is a very busy person and does not have time for simple conversations. Instead of talking about something unimportant, choose a topic that will be appropriate for this occasion. If you're working on a project, you might want to ask your boss for advice on how to work with a client. Be sincere and show that you value his opinion.
- Perhaps your neighbor has a football team. You could sincerely say, “I noticed the flag on your house. You are probably a Zenit fan? It's an easy way to start a conversation. Once you get to know the person better, you can discuss other topics too.
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Find something in common. If you want to be a good conversationalist, you need to learn to consider the interests of your interlocutor. Start the conversation with a topic that will bring you together. You may have to ask a few questions in the beginning to find common language with your interlocutor, but this must be done to get a positive result.
- Perhaps you are trying to get to know your sister-in-law better, but you realize that you are very different people. In this case, you can talk about a new TV series or book that you both watched or read. You may discover common interests. If you still can't find common topics, talk about what everyone likes. For example, most people love to eat delicious food. Ask her what her favorite dish is and continue the conversation on that topic.
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Stay up to date with the latest news. Keep track of what's happening in the world. This will allow you to carry on a conversation if someone tries to talk to you about current events. Quickly scan the news headlines every morning. Thanks to this, you can become a good conversationalist.
- Another trick that will help you become a good conversationalist is to keep up with cultural news. A recently published book, movie or album is a great topic for conversation with friends, colleagues or even random fellow travelers on the way to work.
- Try to avoid controversial topics such as politics or religion if you don't want to create controversy instead of a pleasant conversation.
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Watch your body language. The way you carry yourself and move makes a big difference when communicating face-to-face. Eye contact is especially important. This will demonstrate your attention and involvement in the conversation.
- Remember that making eye contact doesn't mean you have to stare at the other person all the time. Try to maintain eye contact about 50% of the time when you speak and 70% of the time when you listen.
- You can use other nonverbal cues during the conversation. Nod your head to show that you understand what is being said or smile when a positive response is required.
- Also, don't stand still like a statue. Move (just not too abruptly or strangely, otherwise the interlocutor may feel awkward or even scared). No one is stopping you from seeing each other if you feel more comfortable, but in general, let your body language indicate that you are interested in talking to the person! Remember that gestures can speak louder than words.
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Avoid being overly frank. This may confuse you or the person you are talking to. You will feel awkward. We often say something without thinking and regret it almost immediately. Excessive information can embarrass both you and your interlocutor. To prevent excessive frankness, be on guard in situations that most often lead to it.
Ask thoughtful questions. It only takes two to have a good conversation. On your part, do your best to make the conversation interesting. To do this, you can ask questions that will make your conversation more relaxed.
Features of a conversation with a child
Conversation is a method of collecting facts about mental phenomena in the process of personal communication according to a specially designed program.
The method is applied:
a) when studying the child’s personality, his past life
nor, home environment, his parents, comrades, eg:
interests, etc.;
b) in combination with other research methods
obtaining additional data (confirmation,
clarification of what was revealed);
c) for initial acquaintance, when it begins
any research.
The conversation can be standardized(precisely formulated questions that are asked of all respondents) and non-standardized(questions are asked in free form).
Each conversation should have a clearly defined purpose and plan.
The success of the conversation depends on:
A) on the degree of her preparedness(presence of a goal, conversation plan, taking into account the age and individual characteristics of students, taking into account conditions, location, etc.).
B) sincerity of the answers given(presence of trust, tact in research, compliance with the requirements of the educational process, correct formulation of questions that support the conversation and questions related to the purpose of the conversation, etc.).
CONVERSATION METHOD
| Requirements 1. Formulate the purpose of the conversation. 2. Make a plan (target questions) 3. Prepare “supporting” questions 4. Determine registration methods (tape recorder, forms, recordings, coding of answers, symbols). 5. Create a favorable environment (place, time, etc.) 6. ensure the presence of contact, an atmosphere of trust. 7. Be able to control yourself (pedagogical tact). 8. Monitor the behavior of the interlocutor, his facial expressions, emotional reactions and speech abilities. 9. Record the results of the conversation. | Basic techniques for establishing contact
|
| When formulating and asking questions | |
PREFER questions
| AVOID
|
| Basic techniques for conducting a conversation 1. do not rush the interlocutor. Let me speak completely. 2. Help with leading (not suggestive) questions. 3. Check the sincerity of the answers with appropriate questions. 4. Encourage the interlocutor to reciprocate. Listen friendly. 5. Comply with the requirements of the educational process |
| CONVERSATION QUESTIONS | |
| Direct | Indirect |
| Questions with a clearly understood meaning. | The true goals for the interlocutor are disguised. |
| “Do you like your group?” A direct “personal” question sometimes confuses the interlocutor and the answer is sincere | “Do you always want to be in a group?” OR “Suppose you did not finish the drawing in the allotted time. Will you finish drawing it later? “Do YOUR GUYS like your band?” When answering such IMPERSONAL QUESTIONS, the interlocutor expresses his point of view. |
| PROJECTIVE QUESTION. It is not about the interlocutor himself, but about some imaginary person. “What do you think a child would do if he were undeservedly punished?” | |
| The question may describe a situation with a fictitious person. | |
| When answering, the interlocutor will put himself in the place of the person mentioned in the question, and thus express his own attitude. |
Note: Any question always has one or another suggestive influence, so it is necessary to protect the interlocutor as much as possible from suggestion.
Basic requirements for conducting a conversation
1. PREPARATION FOR THE CONVERSATION
1) determine the goal, otherwise the conversation is a fruitless conversation (the true goals of the conversation should not be known to the interlocutor);
2) determine the target questions that the experimenter will ask:
a) rank in order of their importance;
b) give the questions the correct formulation in accordance with psychological requirements;
c) the conversation plan should be flexible and based on the specific situation;
3) identify questions that support the conversation, based on the needs and interests of the interlocutor (namely him).
2. YOU CAN GET IN CONTACT:
1) with questions that support the conversation, interesting to the interlocutor, and become interested in it;
2) with questions of an emotional nature: victory in a competition, life events, etc.
Do not start with questions that cause negative feelings in the interlocutor:
- Get into what interests him.
- Look at the world through his eyes, feel with his feelings.
- If you see the passivity of your interlocutor, it means you:
We started with a bad question,
They asked at random
He's not in the mood
They took the wrong tone
We hit a sore spot...
- Correct the error quickly, and always be actively attentive.
3. CREATE AN ATMOSPHERE OF TRUST:
1) the interlocutor must be sure that the conversation is beneficial to him;
2) with close contact there is a need to share innermost thoughts and feelings, to trust;
3) contact is facilitated by one’s own “disclosure”, a confidential story about oneself.
4. SETTING FOR CONVERSATION:
1) favorable(joint recreation, walks along the street, home environment, isolated room);
2) unfavorable(presence, interference of other people, insecurity - restlessness, anxiety).
5. CONTROL YOURSELF.
OBSERVE PEDAGOGICAL TACT:
1) maintain an environment of mutual trust;
2) do not show signs of authority;
3) do not make reproaches, remarks, etc.
6. DURING THE CONVERSATION, KEEP FOLLOWING:
1) for the peculiarities of the interlocutor’s speech behavior:
The precision of formulated thoughts,
Reservations, omissions,
The desire to avoid answering
Pauses;
2) for emotional reactions:
Facial expressions, gestures, etc.;
3) behind the triggering of the so-called psychological defense mechanism (dignity and self-respect are affected).
7. HAVE THE CONVERSATION RIGHT:
1) do not pose questions “head-on” (it is better to pose them in an indirect form);
2) questions should not be suggestive and should be in the form of a statement (for example: “Apparently, you regularly perform homework?»);
3) it is better to pose questions in a definitive form, short, understandable to the interlocutor;
4) listen confidentially, showing this to the interlocutor with your eyes, facial expressions, gestures, with your whole body tilted 1s to the interlocutor:
* by sympathizing, approving and supporting, you can hear EVERYTHING as confidentially as possible;
5) give the interlocutor the opportunity to speak, without rushing him:
Help you free yourself from possible fears,
Approve the accuracy of the thoughts expressed;
6) counter questions can be asked only for the purpose of:
Help to speak out,
Help to free yourself from possible fears,
Approval of the accuracy of the thoughts expressed;
7) there should be no reason why you can interrupt the interlocutor (excitement, impulsiveness, unimportant statements, insignificant details, lack of useful information etc.):
The interlocutor always talks about things that are significant to him,
If the conversation is interrupted, contact is lost and important information may be lost
You need to be prepared for a long conversation;
8) if during the conversation your interlocutor noticed some inaccuracy/illogicality, do not look for excuses, but agree with him, praise him for the remark made and continue the conversation further.
8. IF THE CONVERSATION IS CONDUCTED AS A DIAGNOSTIC CONVERSATION, then it is easier for schoolchildren to answer questions regarding their daily routine.
Schoolchildren of all age groups questions are being discussed more actively:
About interests and hobbies;
Relationships with adults and peers;
Needs, motives that guide them in life.
9. THERE MUST BE ALTERNATIVE QUESTIONS TO CONTROL THE OBJECTIVITY OF ANSWERS(The child may answer “yes” to make an impression.)
10. DIAGNOSTIC CONVERSATION:
a) you can start with questioning, gradually replacing it with active listening;
b) when silent, focus on questioning;
c) when a student talks about something that hurts, switch to active listening.
Each conversation question should have a specific purpose.
For example:
| GOAL – TO IDENTIFY CHILDREN’S ATTITUDE TO THEATER ACTIVITIES | |
| Conversation plan | What does the interlocutor’s question reveal? |
| 1. Would you like to take part in the production of the fairy tale “Teremok”? | Overall positive or negative attitude to stage a fairy tale |
| 2. why (for what reason) would you like (or not want) to participate in the production of the fairy tale? | Conscious motives desire or unwillingness to participate in the production of a fairy tale |
| 3. Have you already participated in such productions? | Experience baby |
| 4. What role would you like to play? | Availability attractiveness individual roles |
| 5. If you had not participated in the production of this fairy tale, what would you have done? | Availability interests in a situation of free choice. Questions 5 and 6 introduced elements projective technique research. |
| 6. If you weren’t given the role you wanted, would you take another one? What other roles do you like? | Availability sustainable interest to theatrical activities in general. Elements of theatrical activities that are attractive to children. |
| 7. How many guys in your class (group) like to stage plays? | Availability interests in the context of a projective question. |
As you analyze the conversation, pay attention to the following:
1) Was the conversation successful? If not, why not?
2) What techniques were used (encouragements, nods, voice changes, drawings, etc.)?
3) Features of the child’s behavior (his facial expressions, gestures, intonation of speech, slips of the tongue).
4) Which questions did the interlocutor most actively answer and why?
5) Which questions achieved the goal and why?
6) The nature of the end of the conversation, its educational effect.
7) What problems were solved as a result of the conversation?
Considering the above, conduct conversations with children during teaching practice.
LECTURE No. 12
Business conversations are oral contact between partners (interlocutors) who have the necessary authority from their organizations to conduct and resolve specific issues and problems.
Business conversation functions
· Start of promising activities;
· Control and coordination of actions in already started activities;
· Exchange of information;
· Mutual communication between workers from one business environment;
· Maintaining business contacts at the level of enterprises, industries, states;
· Searches, promotion and prompt development of ideas and plans.
Rules for constructing a business conversation
Business individual conversations are divided into two groups:
· Conversations are free and focused with a two-way exchange of information, taking place without special preparation (with or without time consideration);
· Conversations, specially prepared and strictly regulated.
Any business individual conversation consists of three stages.
First stage – preparatory. It includes determining the objectives of the conversation and drawing up its plan; setting the time and choosing the place where the conversation will take place.
At this preparatory stage, you should check yourself on the following points:
Careful consideration of the course of the conversation;
Freedom from stereotypes, willingness to perceive people as they are, to respond flexibly to changes occurring in them;
Full willingness to listen to the interlocutor and correctly answer possible questions;
Having an accurate, clear and correct conversation plan;
The ability of a conversation plan to raise questions that lead the discussion aside;
The presence of natural and convincing formulations;
The expression of all thoughts is precise and clear;
The right choice tone of the conversation;
An attempt to imagine yourself in the place of your interlocutor and understand him;
An attempt to imagine: if a similar conversation were held with you, would you be satisfied with it?
Second stage - introductory. During this stage, the psychological barrier is overcome and an atmosphere of trust is established.
Third stage - basic consists of 3 parts:
Introductory part conversations
Main part of the conversation
The final part of the conversation
Tone of conversation with stranger must be friendly and businesslike. This tone quickly creates an atmosphere of mutual trust.
Punctuality is an invariable condition. It strengthens the atmosphere. But punctuality must be shown on both sides. It is bad form when a potential interlocutor is forced to wait more than 15 - 20 minutes in the reception area. If the appointment time is overdue, then you must try to warn the person waiting about the unexpected delay and ask him to wait, indicating a time with a small margin (5-10 minutes). We must always remember the statement of the theorist N. Boileau: “I am precise because I noticed: those who wait do not think about anything other than the shortcomings of the people who make them wait.”
Preparing for the conversation. If you came to the conversation for the first time, then you need to identify yourself upon entering. If a visitor comes to you and introduces himself, try to immediately remember his name and patronymic. Last name is easier to remember. Peering into the face of your future interlocutor, you need to try to read his gaze and establish mutual understanding without words. Scientists have found that when meeting a person for the first time, we first pay attention to his appearance, we are interested in his expression. (“They greet you by their clothes, they see you off by their mind.”)
Having met a visitor, you need to get up from the table and invite your interlocutor to sit opposite you. It’s good to meet him halfway: this gesture makes it clear to your interlocutor that you respect him and are ready to talk as equals.
In the case when you meet for a conversation with your colleague or just a person you know, greeting him and calling him by name and patronymic, it is quite enough to get up from the table, but it is not necessary to move to another place. In frequent conversations with the same persons, no special courtesies are required, although their importance is undeniable. History claims that for the first time in Russia, Peter I began to address his entourage as “You”.
Before starting a conversation with a stranger, it is recommended to warn the interlocutor about the time you have for the conversation.
In every business individual conversation, the current situation is considered with different points two people, and each of them often believes that his point of view is the only correct one.
Conversation (main stage). The manager must understand how his interlocutor assesses the situation and why exactly this way and not otherwise. You must try to imagine full picture events or situations, focusing only on the words of the interlocutor. You need to be able to listen and correctly ask clarifying and leading questions that can help reveal the thoughts of your interlocutor and, as a result, correctly determine his point of view.
The rule must be indispensable: the first word belongs to your interlocutor, whether he is familiar or unfamiliar to you. By listening carefully to him, you can understand what he wants or, conversely, does not want or cannot say without your help, whether he is expressing his own or someone else’s point of view. All clarifying questions asked during the conversation must be extremely specific and tactful, do not contain double meaning and be justified.
The conversation may have a script, i.e. build on pre-prepared questions. The first question should be simple and interesting, but not controversial. There is a rule: the more a person wants to convince, the less he should assert. This will reduce the number of counter-statements at the beginning of the conversation. Personal questions and reservations are usually reserved for the end of the conversation, when some contact has been established with the interlocutor.
After meeting these requirements, you can express your point of view convincingly and in detail. But this must be done in such a way that the interlocutor sees the event or situation from a different perspective and critically reconsiders his views based on a more complete knowledge of the situation. This will help both interlocutors make the right decision.
The conversation may not always go smoothly. The reason for failure should be sought only in yourself, in your facial expression, tone, attention, and not in your interlocutor.
You need to find the exact word, which should be weighty but kind. It is precisely this word that reaches the interlocutor and convinces him much faster than the “boss’ metal” in the voice and the unbridled categoricalness of judgments.
You should not be afraid to show emotions when reacting to the words of your interlocutor.
If, after several clarifying questions, you are asked counter-questions and counter-statements, this can lead to an argument and unnecessary tension in the conversation. The reason for counter-statements is often the inability to quickly assess the situation and direct the conversation in the right direction, the interlocutor’s conviction of the comprehensive correctness of his personal judgment, or a cover for defenselessness and lack of self-confidence.
Unrestrained categorical judgments, which can destroy the goodwill of the interlocutor, are detrimental to the conversation. Possessing the same knowledge, people often cannot agree, since each of them has their own point of view through which they “pass” the world around them.
During the conversation, you need to consistently carry out the main idea. You need to learn: listen to the subtext; do not give in to the idea that it is the interlocutor who is mistaken; choose the right points to make comments and make them tactfully; unobtrusively justify your attitudes; show self-criticism when faced with reasonable counter-comments; patiently listen to your interlocutor’s objections, even thoughtless and harsh ones. We must remember that an excited person is trying to do three things at once: count the damage done to his idea; find a tricky question and ask your interlocutor; get satisfaction from the awkwardness of your interlocutor when he cannot answer such a question.
If you have to respond to objections:
let the interlocutor answer his own objections and refute them. To do this, there is no need to openly contradict; after listening to the remark, you must try to reject it indirectly; conditionally agree with one or another objection; try to listen to several objections in order to grasp the main thing and respond immediately; sharp objections should be repeated in a calm tone, softening the wording, and then answered;
express your reaction to the interlocutor’s words with a nod of the head, an “expectant look”, short periodic approving remarks, repetition last words, said by the interlocutor, showing that the thought is understood;
force yourself to forget personal prejudices and dispositions;
do not rush to a conclusion and strictly distinguish between fact and opinion.
There are times when the interlocutor has a pronounced conceit and a tendency to argue. In this case, you need to let him speak out, then return to this issue or wait until the interlocutor firmly “saddles” his erroneous idea and reaches a dead end.
You need to pay attention to the pace of the conversation and pauses. This is of great importance, as it helps to highlight the main thing and emphasize the next or previous one. The speech of the interlocutors must be distinct and extremely clear. Don't speak too loudly or too softly. The first is tactless, the second can force your interlocutor to ask the same question repeatedly.
The decision should always follow the discussion, otherwise the interlocutor, instead of presenting his ideas, will begin to criticize you or will indifferently agree with everything.
End of the conversation. As soon as the interlocutor’s point of view becomes clear and you have also expressed yours, you can end the conversation. All issues have been agreed upon, decisions have been formulated, and the rules of the conversation have been fulfilled. You can say goodbye.
Types of interlocutors
Each person is unique in his own unique and unique way of communicating with other people. At the same time, all those communicating and being interlocutors can be combined into groups according to some common characteristic features.
Abstract interlocutor- this is a type of people, an imaginary psychological model that reflects certain characteristic properties that are important for preparing and conducting a business conversation.
IN pure form abstract interlocutors do not meet. However, in every person they manifest themselves in to a greater extent certain signs on the basis of which we can attribute the interlocutor to one or another type.
To classify the types of business, but abstract interlocutors, the following criteria are used:
competence, i.e. possession of knowledge that allows one to judge the subject of the conversation, the ability to express a weighty, authoritative opinion on the issue discussed during a business conversation;
frankness;
sincerity;
mastery of communication techniques with other participants in the conversation;
interest in the topic and success of the conversation.
Related information.
Before the conversation, try to answer the following questions:
· What do you have in common?
· What topics does he like to discuss?
· His psychological type, communication habits.
· His attitude towards you, towards your company.
· Does he have taboos that are best left untouched?
· What is your position (independent, under pressure from outside, interested)?
· What are his hobbies?
· What might his tactics be?
Making a conversation plan
Goals:
soften, neutralize the influence of unforeseen circumstances and unexpected moments, acquire the skill of quick and flexible reaction in countering possible “attacks” of the interlocutor.
· preliminary analysis of the topic and situation of communication;
· defining its objectives, strategies and tactics for their implementation;
· collection of materials, their selection and systematization;
· thinking and composing a position statement;
· drawing up a work plan;
· development of the beginning of the conversation, its main part and ending;
· a detailed plan for preparing for the conversation;
· mental rehearsal;
· oral rehearsal;
· rehearsal of a conversation in the form of a dialogue with the interlocutor;
· preparation of material.
When preparing for a conversation, it is advisable to keep a dossier folder where you put necessary materials. When working with them, you should answer the following questions:
Does the material match overall plan conversations?
· Does this material correspond to your position?
· How long does it take to present it?
· Will it be clear and convincing enough for the partner?
· How important is this material for making the final decision?
Self-test questions:
· Have you thought through everything carefully?
· Are you ready to answer your partner’s possible questions?
· Can you imagine yourself in his place and understand him?
· Is the conversation plan drawn up correctly, is its construction logical?
· Is your conversation plan accurate, clear and correct?
· Will your plan raise questions that you cannot answer?
· Does your language seem natural and convincing?
· Are all your thoughts expressed accurately and clearly?
· Was the tone of presentation chosen correctly?
· If this conversation were held with you, would you be satisfied with it?
Rules for organizing a business conversation
When conducting business conversations, adhere to the following rules:
Respect the terms of the agreementWith Accurate to the minute, let your partner know that you are a reliable person. Try to install good relationship with your partner's employees. Find out the names of all participants in the conversation. Memorize or write them down and address them by name. Prepare carefully to start the conversation. Think about what questions your partner might ask you in the initial part. Try to eliminate factors that interfere with the flow of the conversation.
Be an interesting conversationalist. If you create a relaxed atmosphere, your partner will enjoy doing business with you. A conversation with you should be an event for him. Don't be pushy, don't be overzealous or fussy. Bring some humor into the conversation, but not flat jokes or banal statements. Keep a friendly tone. Smile more often if the circumstances of the conversation allow it.
Speak calmly, clearly and convincingly. Be independent. Do not show nervous, anxious or confused mood if you have it before the conversation. Don't let your partner make you angry or confused. Restrain your emotions and excitement, calmly react to his statements.
Don't avoid discussion complex and sensitive issues are an essential part of business conversations. Be adamant, but keep a cool head. Show respect for your partner's opinion. Don't tell him directly that he is wrong. If he makes a statement that you don't agree with, it's best to start by saying, “I thought differently, but maybe I'm wrong. Let's check the facts." These words can disarm the interlocutor who was expecting objections.
Business conversation is open dialogue. Encourage your partner to speak up more. Listen to him carefully. If several people are participating in a conversation, encourage everyone to express their opinion, reserving the right to speak last. Don't interrupt the speaker. Thus, you can clarify, develop and interpret his thoughts in a direction beneficial to you.
Be specific, and not abstractly. Provide details, facts, figures. Don't just talk, but back up what you say with notes or diagrams. Connect visual aids. Hand some materials to your partner. During the conversation, you should have all the necessary materials at your disposal. They should be kept in perfect order.
Keep the conversation assertive, energetically and specifically. Don't try to break your partner " torrent» speeches and a large number arguments, not allowing him to get a word in. Give direct, business-like answers to your partner’s questions. Apply those special terms, which the partner uses. Do not use words whose meaning is clear only to you. When presenting any information, pause to allow your words to influence the interlocutor.
Use more questions, especially those that force your partner to agree with you. By asking questions, you have the opportunity to:
· obtain information;
· analyze the conditions put forward by the partner;
· establish new circumstances affecting your position;
· check the impact of your statement;
· listen to opinions opposite to yours.
Remember that your partner not only thinks logically, but also has emotions and prejudices, and may be vain and ambitious. Use these circumstances to your advantage. Try to purposefully touch on the motives that drive your partner. Provide a list of benefits that he will receive by agreeing to your proposals. Give him evidence in favor of these advantages:
· he strives for security - show him a program that ensures security;
· strives for recognition - show that you are his supporter;
· strives for economic benefit - show him calculations that prove that he can win, reduce costs or avoid them altogether, and increase efficiency;
· strives for convenience - show in detail what can provide him with convenience.
Observe how he perceives what is happening. Give him the opportunity to preserve his reputation and satisfy his vanity. Accompany some of his statements with positive comments. Tell him that his ideas make a big impression on you. Make concessions that are important for maintaining the prestige of your partner and do not fundamentally change the result you want. Try, by making a planned concession, to encourage your partner to respond positively. Sometimes it can be helpful to let him give you advice or help. Summarizing the preliminary results, identify how many issues have been agreed upon and how many questions remain open. Taking into account the conversation, make a plan for further work with your partner.
§ 3.1.2 Business negotiations
Negotiation - This means, the relationship between people, is intended to reach an agreement when both parties have coinciding or opposing interests.
Negotiations are intended mainly to obtain an agreement that meets the interests of both parties and achieve results that would suit all its participants, through a mutual exchange of views (in the form of various proposals for solving the problem brought up for discussion). Negotiation is management in action. They consist of speeches and counter-speeches, questions and answers, objections and evidence. Negotiations can proceed easily or tensely; partners can agree among themselves without difficulty, or with great difficulty, or not come to an agreement at all. Therefore, for each negotiation it is necessary to develop and apply special tactics and techniques for conducting them.