Taking stock and planning for the future A master at finding excuses is rarely a master at anything else. Benjamin Franklin So, you already know that connections are a necessary part of your success. And they are perhaps the easiest path to success. How much have you done since then?

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For an ignorant person, a consultative conversation differs little from a conversation between two people about life, about love, about suffering ... However, the fabric of this "conversation" is woven from a number of quite specific methods of counseling. These techniques have been developed by management practice (I. Atvater), psychological training(M. Forverg, N. Yu. Khryashcheva, S. I. Makshanov), telephone counseling (G. Hambley and others).

In 1994 on II International Conference psychological services and "Hotlines" our employee L. Gunati presented the techniques of non-reflexive and reflective listening (according to Atwater) as applied to work on the "Helpline". Here is an excerpt from the work of L. Gunati:

"Reflexive Listening" is, in essence, the simplest technique and consists in the ability to be silent without interfering with the speech of the interlocutor. This is an active process that requires attention. Depending on the situation, the consultant can express understanding, approval and support in short phrases or interjections. Sometimes non-reflective listening becomes the only way to maintain a conversation, since the subscriber (client) is so excited that he is little interested in our opinion, he wants someone to listen to him. "Yes!", "How is that?", "I understand you", "Of course" - such answers invite the subscriber (client) to speak freely and naturally. Our approval, interest and understanding are also expressed by other phrases: "Go on, this is interesting", "Are you worried about something?", "Something happened?", "Your voice is sad", "It's nice to hear", "You can read more about it?" etc. On the other hand, there are phrases that, on the contrary, are a hindrance in communication: "Who told you that?", "Why is that?", "Well, it can't be that bad!", "Let's hurry", "Speak, I'm listening", etc. Non-reflective listening is most suited to tense situations. People experiencing an emotional crisis often look for us as a "resonator" rather than an adviser. Nevertheless, this technique is not enough when the subscriber (client) seeks to get a guide to action, when he has no desire to speak, when he is afraid of being misunderstood, rejected. In these cases, other methods are used.

Reflective listening is an objective feedback for the speaker and serves as a criterion for the accuracy of perception of what is heard. This technique helps the subscriber (client) to express his feelings most fully. To be able to listen reflexively means to decipher the meaning of messages, to find out their real meaning. Many words in Russian have several meanings, so it is important to understand the speaker correctly, to understand what he wants to convey. Many subscribers (customers) have difficulty in expressing themselves openly, they often "try the water" before immersing themselves in topics with a large emotional charge. The less self-confidence, the more a person goes around the bush until he gets to the main thing.

Now let's briefly touch on the techniques of reflective listening, which must be mastered

consultant.

Finding out. This is an appeal to the speaker for clarification: "Please explain this", "Is this the problem, as you understand it?", "Will you repeat it again?", "I did not understand what you mean" and others

Paraphrasing. It consists in the fact that the consultant expresses the idea of ​​the subscriber (client) in other words. The purpose of paraphrasing is to formulate the speaker's message to check its accuracy. The consultant's phrase in this case may begin with the following words: "As I understand you ...", "If I understand you correctly, you say ...", "In your opinion ...", "You think ..." , "You can correct me if I'm wrong, I understand ...", "In other words, you think ...", etc. When paraphrasing, we should be interested in the thought or idea, and not the attitude of the interlocutor or his feelings. You need to be able to express someone else's thought in your own words, since a literal repetition can offend the subscriber (client) and thereby serve as a hindrance in communication.

Reflection. Reflecting feelings, we show that we understand the state of the speaker, and also help him to realize his emotional state. Opening phrases can be: "It seems to me that you feel ...", "Probably you feel ...", "Do you feel a little ...", etc. Sometimes the intensity of feelings should be taken into account: "You somewhat (very, slightly) upset."

Summary. It is used in long conversations, in order to bring fragments of the conversation into semantic unity. To summarize means to sum up the main ideas and feelings of the speaker. This can be done with the following phrases: "As I understand it, your main idea is...", "Now to sum up what you have said...", "What you have just said may mean..." and etc. To summarize is appropriate in situations that arise when discussing disagreements, resolving conflicts and solving problems" (Gunati, 1995. S. 63-65).

In socio-psychological training, various areas of which are successfully developing in our country, the following methods of active listening are applicable:

- Clarification. The listener asks for additional clarification in order to more accurately understand the intentions and interests of the partner.

- Retelling what the interlocutor said, in his own words; at the beginning of the conversation more fully, then - highlighting and preserving what seemed to the listener the main thing. In case of incorrect or inaccurate understanding on the part of the speaker, corrections and additions are possible. After a particularly long replica of the interlocutor, it is appropriate to sum up.

- Further development of the interlocutor's thoughts, but only within the framework of the meaning expressed by the interlocutor. Otherwise, it goes to ignore.

- Communication about the perception of the partner. A message to the partner, how the consultant perceives him in this situation, what impression he makes. For example: "Apparently, this topic worries you very much"; "I think you're happy about something."

- A message about the perception of oneself. The consultant informs the partner about his condition in this situation. For example: "I was very pleased to hear that"; "I'm worried that you and I..."

- Notes on the course of the conversation. For example: "It's time to start the subject of conversation"; "I think you and I have found a solution to the problem," etc. (Khryashchev, Makshanov, 1993).

Over its forty-year history, telephone counseling has also managed to develop a number of "technical" techniques applicable in communicating with clients:

- encouraging statement. A "look", word or "gesture" that tells the subscriber (client): "I'm with you", "It's okay, you can say whatever you want." For example: "Yeah; Continue; Of course; Yes..." (Note: a smile can be felt on the phone);

- reflection of the content. The consultant repeats in his own words what the subscriber (client) said, for example: "Your husband pays very little attention to you and your children";

- reflection of feelings. Determine what the subscriber (client) feels and reflect it for him, for example: "... and this makes you sad and indignant";

- clarification of the content. The consultant asks for additional information to further clarify the issue. For example: "You said that she missed you. I didn't quite understand what you meant";

- clarification of feelings. Invite the subscriber (client) to name their feelings, identify and express them. For example: "You said you were upset. Could you describe in detail what you meant";

- Summarizing content. Summarize what you heard from the subscriber (client), and invite the client to evaluate it. For example: "One trouble followed another and that was the last straw";

- Summing up feelings. Summarize the expression of feelings so that the subscriber (client) confirms or corrects them. For example: "At first you felt sadness, then it was replaced by anger and indignation";

- judgment. The counselor speaks in a moralizing or judgmental tone, condemning or approving. For example: "You shouldn't (or should) have done this";

- interpretation. The consultant attaches to the statement of the subscriber (client) a meaning that the latter could realize or not. For example: "I understood that you are taking out your anger on your husband, on your child";

- encounter with inner reality. Present to the subscriber (client) his inner world through the eyes of a consultant. For example: "You feel internal discontent";

- encounter with external reality. Present to the subscriber (client) the reality of the external situation as the consultant sees it. For example: "It will be important for both of you to consult a consultant"; "The telephone number of the center for the protection of marriage is such and such" (Hambley, 1992. S. 20-21).

There is no doubt that the above methods used in various directions psychological practice, largely coincide in content.

Many of them are applicable at different stages of the consultative process. However, the frequency of their use at each stage of counseling is different.

Table 7 illustrates the use of different techniques at various stages of the consultation process.

Reception is a tool without which any consultant, whether he is a "craftsman" or an "artist", simply cannot work. However, not all counseling is reduced to the mastery of the above-mentioned techniques.

Let us now try to consider each of the stages of counseling in more detail.

At the end of the negotiations, the parties usually sum up the progress of the discussion of the problem. At this stage of negotiations, the technique is usually used summary. summarizing, those. a summary of what was said and brief conclusion, the final outcome of the speech, is very important for negotiators, it is an indispensable element of a successful speech strategy:

- Our positions on the problem under discussion, as I understand it, differ quite significantly, so we agree to conduct a qualified examination of the object. Having on hand the conclusion of the commission or the act of examination, it will be possible to continue the conversation.

Summing up the main provisions, ideas of the speaker, the listener minimizes the information. In order to carry out this operation, it is necessary to analyze the initial positions of the parties, the negotiation process itself, and changes in positions, if any, as a result of the discussion of the problem.

A summary involves listing the subjects, topics, questions, ideas that were discussed. (The meeting was about...). In negotiations, summarizing, as it were, continues paraphrasing and harmoniously combines with it:

- Your main ideas, as I understand it, are ...

- To summarize what you have said...

It should not be forgotten that the situation of summarization enables the interpreter to reflect his vision of information. If this vision does not match yours, you must make the necessary adjustments to your opponent's resume. Most often, the tonality of the speech action is subjectively represented:

order, instruct, impose a duty, offer;

deny, reject, abandon the idea, do not believe in effectiveness;

object, contradict, express disagreement, have a different point of view.

The position of the summarizer consolidates communicative leadership in a business dialogue. Usually, the summarizing person makes his proposals in the course of further interaction on the problem under discussion:

To finally resolve this problem, we will have to conduct a series of consultations with all interested parties ...

If all issues are resolved, then we send you a contract for signing and start working.

The final stage of negotiations is just as important as the initial stage. Negotiators for the final stage developed the following recommendations:

a) if you need to make an important decision, do not rush your partner. Address him with: "I beg you, do not rush to make a decision. Consider again my proposal";

b) if the decision is still not made, you can propose:

alternative solution

fallback (prepared in advance),

postponement of consideration of the issue to the next meeting;

c) never end the conversation on a negative answer, it is better to get at least a formal "yes" to any procedural question:

- Will you allow us to keep you informed of our future plans?

- Perhaps, under other circumstances, we will find a mutually beneficial solution?

Resulting stage negotiations are made in the genres of written speech. In accordance with the agreements, it can be presented in two types of documents:

a) agreements containing a program for the development of cooperation ties;

b) protocols.

These documents are signed by the leaders of each of the parties and have the status of legal sources. Most often, the result of successful commercial negotiations is a document that draws up a deal from a legal point of view - a contract, an agreement.

It is customary to analyze the results of negotiations (rhetorical laws C + A). The analysis of the results can be presented orally and in writing. The main condition is frankness. Such an analysis is carried out primarily for self-reporting and, if necessary, for reporting to the manager. The ability to analyze and draw conclusions from successes and failures contributes to the improvement of negotiation techniques in general and hones the skills of the participants.

Aspects to be considered are formulated in the Checklist for the oral report on the results of the negotiations, cited from the book "Business and Manager" *.

* Business and Manager / Comp. Darakhovsky I.S., Chernoivanov I.P., Prekhul T.V. M., 1992. S. 395.

Checklist for oral report on the results of negotiations

test questions

1. What features underlie the classification of negotiations?

2. Name the stages of the negotiation process and the laws of rhetoric that are implemented at these stages.

3. Define the rhetorical ideal. How is it related to national traditions?

5. What effective strategies negotiation you know?

6. List the tactics that are used in the negotiation process?

7. List and describe the methods of negotiation.

8. What types of listening do you know? Which of them is preferable in the negotiation process and why?

9. What are summaries and paraphrases? When are they used in the negotiation process?

10. What forms of reporting and self-control of the manager, whose duties include negotiating, do you know?

Protocol genres

meeting

"Meeting is a form of organization business communication collective (group) in order to exchange information and make a collective decision on issues relevant to this collective (group) "*, - writes V. I. Andreev in his book "Business Rhetoric".

* Andreev V.I. business rhetoric. Publishing House of Kazan University, 1993. S. 61.

For managerial managers, a business meeting is the same familiar form of business communication as for sales managers, business negotiations.

Meeting and assembly are protocol genres. This means that they take place in an atmosphere of strict formality, due to the fixation of oral speech, protocol. The protocol reflects not only the course of the meeting (meeting) - the discussion of issues and the adoption of a decision - but also contains important procedural information. It is written in a form that includes the following details: name of the department, name of the institution or enterprise, name of the type of document (minutes), date of the meeting, index (number), place of the meeting, stamp of approval (if the protocol is subject to approval), heading, which includes the name of the collective body or a specific meeting, the names of the chairman and secretary, the composition of those present, the agenda, the text in the form: listened to - decided (decided), signatures of the chairman and secretary.

The success of the meeting largely depends on the preparation and organizational skills of the leader. It is the leader who decides to hold the meeting, draws up the agenda, works out the questions submitted to it, draws up a list of participants, and prepares a draft decision. As a rule, this work is assisted by the manager to perform the assistant secretary, who is instructed to notify orally or in writing all the participants in the meeting about the time and place of its holding. It is advisable to indicate the time limit of the speech in the invitations: the main speaker - 15-20 minutes, the speakers - 5-10 minutes.

Just as importantly, the success of the meeting is facilitated by the proper preparation of its participants. It is absolutely necessary to draw up a summary of the speech, and in case of poor command of the form public speaking- the full text of the speech. In connection with the regimentation, it becomes necessary to accurately calculate your performance in order to comply with the time frame provided for by the regulations.

Employees who are able to briefly and clearly "report the situation", express their views and positions on various issues are valued all over the world. These qualities are especially relevant for participants in collegial types of communication, which are as effective as they are expensive. Separate formulations that reflect certain positions should be thought out in advance, because in conditions of spontaneous speech it can be very difficult to achieve the necessary accuracy in expressing thoughts.

A well-prepared and organized meeting, according to management experts, should not exceed 30-45 minutes. Unproductive meetings lasting 1.5-2 hours, unfortunately, are not uncommon today. What are the reasons for the low efficiency of meetings, other than the reason for their lack of preparation?

First of all, this is a failure to comply with the regulations: a digression from the topic of the speech (talks about nothing, demagogic speeches) and the inability to meet the time limits of the regulations. Much less often - this is the unwillingness to conduct a discussion, to find a common interest, to solve common problems. So why are deviations from the rules the main reason for the low efficiency of meetings? First of all, this is due to the lack of the most important communication skills for a business person:

the ability to collapse and expand information during verbal transmission, which involves the use of techniques such as paraphrasing, summarizing, and thesis;

skills in formulating conclusions, proposals, ideas, i.e. the ability to find such a verbal expression that would accurately and unambiguously convey a thought;

skills of organizing the utterance and restructuring in the course of the utterance, if necessary;

skills of translating information from the language of numbers and symbols to the verbal level.

The lack of these skills leads to violations of the time limit: endless repetitions, returns to what has already been said, re-questions and clarifications. Therefore, the culture of speech in business communication is an economic factor. Performing communicative roles during a meeting requires a high level of linguistic competence.

The meeting itself consists of an introductory speech by the moderator, speeches on the agenda, discussion of issues and the adoption of a draft resolution (decision). In the introductory speech, the problem itself, submitted for discussion, is characterized, ways to solve it are indicated, an analysis of the current state of affairs and ways to change it is given, the agenda is read out.

The speeches of the participants, as well as the speech of the facilitator, as a rule, consist of two parts: in the first, stating information is given (this can be the results of the work done, the results of the processes, an assessment of the current situation, etc.), in the second, the prospect of activities is drawn (plans for future, aspects of specific actions, appeals, etc.). General requirements the requirements of accuracy, persuasiveness, brevity, clarity and accessibility remain to the speech of the speakers. This means that the leader must take into account the level of preparedness, awareness and even the mood of the participants in the meeting. The law of orientation of speech to the addressee requires that speakers explain the calculations contained in the first part of the speech, figures, etc.

A clear distribution of roles and their impeccable performance contribute to the success of collegial work. The speech of the participants can be interrupted only by the leader of the meeting with the requirement to comply with the rules when deviating from the topic of the speech or exceeding the time frame. The rest of the participants do not have the right to interrupt the speakers and interfere with their monologue. The facilitator regulates the course of the discussion with the help of questions:

Are you all on the subject?

Is there anything else you would like to add?

How many minutes will it take you to complete your thought?

Who else wants to speak this issue?

The facilitator gives or does not give the floor not only for messages, but also during the discussion of the issue, resolution, conclusions. If necessary, he calls the name of the next speaker so that he has the opportunity to prepare.

Speakers often have to theize the content of the report. It is not always easy to translate a detailed text into the language of theses, because not only the main thoughts are important in the message, but also facts, figures, details, and the source of information.

The audit commission found that in 1996 two residential buildings were put into operation. Due to underfunding, the construction of eleven facilities was not completed. Not adopted according to regulations:

nine residential buildings total strength 3024 apartments;

polyclinic;

telephone station.

The backlog was, thus, 85% of the planned.

Thesis:

According to the audit commission, today the delay in the pace of construction of municipal housing stock in the Oktyabrsky district is 85% of what was planned.

Thesis It is also used to record the progress of the meeting. The minutes briefly record the content of the reports, the speeches of the participants during the debate. This type of protocol is called complete.

Abstracts in a concise form convey the main provisions of the presentations of the speakers. When drawing up the minutes of the meeting, it should be remembered that after the words "HEARD - SPEECHED", printed in capital letters, a colon is put, and then the initials and surname of the speaker follow.

It is necessary to pay special attention to the fact that the issues under discussion are formulated in the form of the nominative case. Wrong:

HEARD: About the transfer of the heating plant and sewerage from the street. Sklyarenko on Vodnikov street.

Correctly:

HEARD: The issue of transferring the heating plant and sewerage from Sklyarenko street to Vodnikov street.

The short protocol lists the issues discussed, the names of the speakers and speakers, as well as the decisions taken.

AT complete protocol the texts of speeches are given. A complete protocol is usually kept using shorthand or dictaphone (tape) recording.

Decisions of collegiate bodies, which are meetings, are communicated to the executors in the form of resolutions, decisions, orders.

The specificity of such genres of business communication as a meeting, a meeting, lies in the fact that oral communication is closely related to written communication. The translation of the message from one form of speech to another occurs throughout the course of the discussion. Using home preparations, speakers translate information from written to oral form of speech (verbalization, deployment of theses). And drawing up the protocol, the secretary translates what is reported from the oral form of speech into the written one (paraphrasing, summarizing, abstracting).

The obligatory part of the protocol - LISTENED - is precisely a summary of the discussion.

All these operations of language transformation require a fairly high level of linguistic competence. Even a simple translation of direct speech into indirect speech implies a fairly high degree of speech training.

When replacing direct speech with indirect speech, personal and possessive pronouns are transmitted on behalf of the author, narrator. Some words are omitted.

If direct speech is an interrogative sentence, then when replaced by indirect speech, it is transmitted by an indirect question with the particle "whether". The appeals, interjections, particles that are available in direct speech are omitted when replacing it with an indirect one, so often indirect speech is not only a compressed, but also an approximate retelling of direct speech.

test questions

1. Name the stages of preparing and holding a meeting.

2. What can make a meeting a success?

3. What are the reasons for ineffective, "protracted" meetings?

4. What are the requirements for speaking at a meeting?

5. What are the main changes that occur with information when paraphrasing?

6. What is the summary mechanism?

7. What is the structure of the full and short protocol?

8. For what purpose is the speech at the meeting recorded?

Summary- this is a reformulation technique, with the help of which they sum up not a single phrase, but a significant part of the story or the entire conversation as a whole. The main rule of the resume formulation is that it should be as simple and understandable as possible.

This technique is quite applicable in long conversations, where it helps to build conversation fragments into a semantic unity. It gives the listener confidence in accurately perceiving the speaker's message and at the same time helps the speaker to understand how well he was able to convey his thoughts.

Introductory phrases can be, for example, such:

“I have listened to you carefully. Let me check if I understood you correctly ... "(or:" Here's how I understood what happened to you ... ");

“If now to sum up what you said, then...”;

“From your story, I made the following conclusions ...”

Then you literally in two or three phrases retell to your partner what he told you for five to ten minutes. At the same time, you mark the key moments of its history, but choose the most concise form for this. If the client in our example immediately chose the second, more complete version of their problem, the summary of this story might look something like this: “Here is what I learned from your story. After yesterday's quarrel, your son did not sleep at home. You are worried about him, and you would like to establish a relationship with him. You would like to discuss with me how to improve the situation and strengthen your relationship in the future. Do I understand you correctly?"

Naturally, this is not the only option. The psychologist could focus on the quarrel and its consequences, on the client's feelings and their dynamics, on accusations and trust ... A very important feature of the resume is that summarizing with the help of linguistic means can change the emphasis in the client's story in such a way that in some way it will change it original meaning. Moreover, the narrator, inattentively listening to the summary, may agree with it, inadvertently misleading the listener.

For example, a psychologist says: “You can say this: you have a conflict in the family, in which your son, wife, and relatives are involved. And you wouldn't want me to take their side..."

As a matter of fact, the client has nothing to object to here. Formally, the meaning of the story is conveyed correctly, and he will have to answer: "Yes." However, shifted semantic accents can lead the conversation away from a topic that is acutely relevant for the client (son) to another topic that is of interest to the psychologist.

To avoid negative impact summarizing the course of the consultation, it is important to remember the leading principle of its application: the topic of conversation is chosen by the client; the psychologist just follows him.

Summarizing can also be effective in cases where the client "walks in circles", returning to what has already been said. This behavior of the narrator is often associated with the fact that he fears that he will not be

understood or misunderstood. By formulating an accurate summary, the psychologist shows how he understood the already heard part of the client's story, and thereby "draws the line."

In addition to psychological counseling, summarizing is appropriate in situations that arise when discussing disagreements, resolving conflicts, handling claims, or in situations where any problems need to be resolved.

During such meetings and negotiations, a long discussion of an issue can become excessively complicated or even reach a dead end. Summarizing statements will help the debaters not to spend a lot of time reacting to superficial, distracting remarks of the interlocutors, distracting from the discussion of the content of the problem itself.