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BUS 104 Foreign Language21stJune 2011
Mr. Logan Chau
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Ways
to improve
your conversation
2Copyright 2011 by Logan Chau
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Plagiarism is defined in dictionaries as the "wrongful
appropriation," "close imitation," or "purloining andpublication" of another author's "language, thoughts,
eas, or express ons, an e represen a on o emas one's own original work, but the notion remainsproblematic with nebulous boundaries.
Wikipedia.org
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Barker, Alan (2010). Improve your
ommun cat on s ev sen
.India: Replika Press Pvt Ltd
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Communication is the act of transmitting and
receiving information. an information source, which produces a message;
a transmitter, which encodes the message into
signals; a channel, to which signals are adapted for
transmission;
a receiver, which decodes the message from thesignal;
a destination, where the message arrives
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Shannon-Weaver Transmission model
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The problem is, during communication thereis:
In a proper communication, there is:
Feedback!
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That is called a Kanizsa Triangle
Visual illusions demonstrate how the brain
The brains top-down processing completes
the incoming information by imposing a
triangle pattern its best guess of what is
there.
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Communication derives from the Latin
communis, meaning common, shared. It belongs to the family of words that
includes communion, communism and
community. When we communicate, we are trying to
match meanings.
Or, to put it another way:
Communication is the process of
creating shared understanding.
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Conversation is the main way we
communicate. Through conversation we build relationships,
share information and promote our ideas.
All the other ways we communicate interviews, presentations, networking
meetings, even written documents are
conversations of some kind.
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Conversations are the way we create sharedmeaning.
skills, we could begin by improving ourconversations.
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Conversations are verbal dances.
The word derives from the Latin, to movearound with.
standard moves.
These allow people to move more
harmoniously together, without stepping on
each others toes or getting out of step.
Different kinds of conversation have different
conventions.
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Broadly, there are four main areaswhere conversations can fail:
n ex
relationship;
structure;
behaviour.
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Putting conversations in context
All conversations have a context. Theyhappen for a reason.
Most conversations form part of a larger
conversa on: ey are par o a process or a
developing relationship.
Many conversations fail because one or both
of us ignore the context.
If we dont check that we understand whythe conversation is happening, we may very
quickly start to misunderstand each other.
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Putting conversations in context
All conversations have a context. Theyhappen for a reason.
Most conversations form part of a larger
conversa on: ey are par o a process or a
developing relationship.
Many conversations fail because one or both
of us ignore the context.
If we dont check that we understand whythe conversation is happening, we may very
quickly start to misunderstand each other.
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Working out the relationship
Relationships are neither fixed norpermanent. They are complex and dynamic.
Our relationship operates along a number of
,
status;
power;
role;
liking.
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Status
the rank we grant to another person inrelation to us
me ure i l n im le me mi h
say simplistic) scale
see ourselves simply as higher or lower
in status in relation to the other person.
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Power
reward power: the ability to grant favours forbehaviour;
coercive power: the ability to punish others;
legitimate power: conferred by law or othersets of rules;
referent power: the charisma that causes
others to imitate or idolize;
expert power: deriving from specific levels of
knowledge or skill.
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Role
A role is a set of behaviours that peopleexpect of us.
defined in a job description; an informalrole is conferred (,) on us as aresult of peoples experience of our
conversations.
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Liking
Conversations can fail because wedislike each other.
Bu he n l r n e u e e
like each other a lot!
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Your success as a manager depends on
ur ili h ld effe i e nd
productive conversations.
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1. Clarify your objective.2. Structure your thinking.
. .
4. Find common ground.
5. Move beyond argument.
6. Summarize often.7. Use visuals.
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Dont feel that you must apply all seven at once.Take a single strategy and work at it for a few
Once you feel that you have integrated thatskill into your conversations, move on to
another.
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1. Clarify your objective
Work out at the start of your conversation
.
Whats vital is that you state your objective
clearly at the start.
Give a headline. If you know what yourmain point is, state it at the start of the
conversation.
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2. Structure your thinking
You can improve your conversations
enormously by giving them structure. The
to break it in half.
Thinking, as we have seen can be modelled
as a two-stage process.
First-stage thinking is thinking about a
problem; second stage thinking is thinking
about a solution.
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WASP: welcome; acquire; supply; part
Welcome (first-stage thinking). At the start
, ,
the scene and establish your relationship:Why are we talking about this matter? Why
us?
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WASP: welcome; acquire; supply; part
Acquire (first-stage thinking). The second step is information gathering.
about the matter, from as many angles as youcan.
You are acquiring knowledge from each other.
This part of the conversation should bedominated by questions.
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WASP: welcome; acquire; supply; part
Part (second-stage thinking).
Finally, you work out what you have agreed.
outcome: the action that will result from it.
The essence of the parting stage is that you
explicitly agree what is going to happen next.
What is going to happen? Who will do it? Is
there a deadline? Who is going to check on
progress?
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3. Manage your time
Managing time for the conversation
Work out how much time you have. Dont just
assume that there is no time.
Be realistic. If necessary, make an appointmentat another time to hold the conversation.
Make sure its a time that both of you find
convenient.
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3. Manage your time
Managing time in the conversation
Most conversations proceed at a varying rate.
Is it going too fast?
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6. Summarise often
Perhaps the most important of all the skillsof conversation is the skill of summarising.
allow you to state your objective, return to it andcheck that you have achieved it;
help you to structure your thinking;
help you to manage time more effectively; help you to seek the common ground between you;
help you to move beyond adversarial thinking.
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6. Summarise often Simple summaries are useful at key turning points
in a conversation.
At the start, summarize your most important point
or your objective. As you want to move on from one stage to the next,
summarize where you think you have both got to
and check that the other person agrees with you.
At the end of the conversation, summarize what you
have achieved and the action steps you both need to
take.
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