Asking questions is an integral part of being a salesperson. In order to start a conversation, build trust and learn about problems, you need to ask questions. How more questions he asks that the more precisely they are formulated, the better he will be able to master the situation. A salesperson who doesn't ask questions will not only not learn anything new about the potential client, but will end up talking to him in different languages, making one argument after another. The benefits of asking questions from a sales professional are:

- they show interest in the opinion of a potential buyer;

- they involve him in a conversation and allow him to control;

- Asking questions can provide valuable information.

- contribute to obtaining the desired answer (with a special formulation of the question);

– prevent the transformation of a business conversation into an argument.

An assertion entails an opposite assertion and a subsequent dispute.

The question entails an answer (information) and subsequent cooperation.

There are eight types of questions used in different situations. Let's list these types and consider them.

So the questions are:

1. Closed.

2. Open.

3. Suggestive.

4. Alternative.

5. Justified.

6. Counter.

7. Bypass.

8. Control.

Closed questions require one of the answers "yes" or "no". In terms of their content, these questions do not create the prerequisites for continuing the conversation.

Examples of closed questions:

– Have you heard about the service before…?

Can we meet next week?

The use of closed questions facilitates the communication process because potential client can only answer one of the two. But closed questions do not provide information. In addition, there is a risk of receiving a negative answer, making it difficult to continue the conversation. For example, to the question “Do you have problems obtaining new documents”, most potential clients will answer “no”.

Closed questions apply if:

- you need to get a short, unambiguous answer;

- the interlocutor is very taciturn;

- if you need to check whether the interlocutor's statement is correctly understood.

Closed questions, asked one after the other, can give the impression of an interrogation, so they must be used carefully.

In the literature, there is a description of the "truism" method, which consists in asking closed questions, which can only be answered positively. Applying the truism multiple times results in the potential user's "internal" agreement with the salesperson's position and makes it harder for the user to respond directly in the negative.

Open-ended questions do not require any one-word answers, but encourage the expression of one's opinion. Open-ended questions help keep the conversation going. characteristic feature of these questions is that they begin with the words "what", "how", "why", "what", "how much", "when" and other similar words.

In particular, it is more expedient to ask the question “Do you have problems with obtaining new documents” discussed above in an open form “What problems do you have ...”, since even in the case of the unlikely answer “none”, the possibility of continuing the conversation is not lost.

In general, open-ended questions are useful in situations where:

Need to start a conversation;

Go to another stage of the conversation;

Find out additional information about the potential client, the interests and motives of the interlocutor, the reasons for doubts and refusals.

You should be careful to use some questions with the word “why” (“why haven’t you bought yet”), as there is a reproach hidden in them. A potential buyer may take them as an accusation.

Leading questions encourage the interlocutor to confirm what the sales specialist said. They already formulate a certain opinion and express the hope for agreement with it. In fact, this opinion is, as it were, inspired, and the interlocutor does not notice that the sales specialist thus influences him. In order for him not to notice this, you can not use a lot of leading questions. In order for these questions to evoke a positive reaction from a potential buyer, they must contain his name.

As you can see, no new information can be obtained with the help of leading questions. They are used in the following cases:

- when you need to sum up the conversation;

- when it is necessary to force the interlocutor to return to the discussion if he is talkative;

- when the interlocutor shows indecision.

The leading question is reinforced by the inclusion of the words “of course”, “after all”, “isn't it true”, “isn't it so” and a special intonation.

Example of leading questions:

“Isn’t it true that it could make your job easier?”

– This program could make your life easier, right?

alternative questions. An alternative question gives the interlocutor the opportunity to choose from two or three sentences. An alternative question helps to make a decision.

Alternative questions should be used:

- when agreeing on the meeting plan;

- when summing up intermediate results;

- in order to push an indecisive interlocutor to make a decision;

- for appointments.

When listing any options in an alternative question, one of the options should not be evaluated, as this may put pressure on the client

Sometimes in the literature the use of these questions is called the “choice without choice” technique.

Example of alternative questions:

When would it be more convenient for you to meet with me: this afternoon or tomorrow morning?

Reasonable questions help to "discharge" the potential client's possible tension, help him not feel interrogated. Reasonable questions contain an explanation of why the question is being asked. In addition, they may also contain disguised additional information.

Reasonable questions should be used periodically during the meeting so that it does not resemble an interrogation.

Example of valid questions:

“In order for me to…, I need information about…?”

- In order to make it easier for us to have a conversation, I would like to receive additional information. What banking services did you use?

Counter questions are clarifications of statements or questions of the interlocutor. A business conversation is usually driven by the person asking the questions. Thus, if a potential client asks too many questions (and this happens often if the sales rep is hesitant at the beginning of the meeting), a counter-question provides an opportunity to seize the initiative and continue the conversation according to the plan.

Examples of counter questions:

- It is very interesting. Why do you think so?

– What would you like to take into account?

Counter questions are used when necessary:

– get additional information;

- take control of the conversation;

- buy time to think about counterarguments or the further course of the conversation.

Asking a counter question, the sales specialist should at the same time repeat the question of the interlocutor, showing that he is listening carefully to him. You can also express your reaction to the question of the interlocutor (“Yes, this is really very important. But how ...”).

The roundabout question is used to divert the conversation in a roundabout way when the interlocutor does not show interest, expresses refusal or is laconic. A roundabout question contains a phrase that clarifies the opinion of a potential client with words that are currently beneficial to the sales specialist. In fact, the roundabout question contains the user's argument, expanded in more detail "in favor" of the seller.

Bypass questions are used when necessary:

- avoid rejections and excuses;

- obtain “conditional” consent;

- avoid confrontation with a potential client.

You can’t ask several roundabout questions in a row, as the potential client may get the impression that they are being fooled.

Examples of bypass questions:

Client: “I am satisfied with the current situation and I do not need additional expenses”

Specialist: “As far as I understand, you are interested in how you can save money by being served under a salary project?”

Security Question allows you to find out whether the interlocutor understands the words correctly.

Examples of security questions:

Did I answer your question?

Is there anything else that needs to be clarified?

Having studied the types of questions, let's dwell on some aspects of using questions.

First, a certain interlocutor needs to be asked only certain questions. The more accurately the questions are addressed, the more complete the information will be. Before the meeting begins, the sales professional should come up with a list of questions that he will ask the interlocutor. So, the director can be asked some questions, and the chief accountant others. The difference will not be in the type of questions, but in their essence. It is important to take into account:

- what position does the interlocutor occupy;

– what he wants to know about the proposed product;

– what decision can he make and on the basis of what data;

What information does he have?

– who has the rest of the information;

What questions can be asked to show respect?

- what are the interlocutor's production goals and objectives;

– what are his personal needs and hopes.

Secondly, the questions should be individual, taking into account the scope of the potential client and the specifics of the work of a particular person. This will show the interlocutor that the sales specialist has certain knowledge in the relevant area and is well trained. In other words, a specialist must be able to adapt to certain target groups - a lawyer, an accountant, a manager.

Thirdly, the main role should be given to open questions. They are the least likely to create tension and, as a result, provide more information.

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There is a principle in computer science that says: "Garbage in, garbage out". It means that with incorrect input data, incorrect results will be obtained, even if the algorithm itself is correct. The same principle can be applied in communication: the wrong questions give the wrong answers. Asking the right question is an art and can multiply your understanding of a topic or improve your relationships with others. The main function of the right questioning is to collect the right information, learn something and draw the right conclusion.

Let's look at a few questioning techniques and how to use them.

Open and closed questions

A closed question requires a short, clear and understandable answer. He is not able to talk to the interlocutor, because it looks more like a question from an interview or an interview. For example, "Are you hungry?" or "Where do you live?" suggest a simple answer. However, if your interlocutor answered a closed question with history and emotions, then he is interested in further communication and this is a good sign.

Open-ended questions are designed to get detailed answers. Usually they begin with the words "what", "why", "what for" and "how". An open question aims to find out the point of view of the interlocutor and provoke him. Questions of this type also include phrases like: "Tell me ...", "Describe to me ...". Here are examples open questions:

• What happened at the meeting?
• Why did you react like that?
• How was the party?
• Tell me what happened next.
• Describe everything to me in detail.

Open questions are good for:

• Start a frank conversation.
• Finding out the details.
• Finding out the causes of the problem or the opinion of the interlocutor.

Closed questions are good for:

• Testing understanding of what the person wanted to say: “So if I improve my skills, I will get a raise?”.
• Decision making: "Now that we have all the facts, does everyone agree that we have chosen the right course of action?"
• Understanding: "Are you satisfied with our service?".

If you want to get the person to talk and only use closed questions, it will lead to awkward pauses and can destroy any positive intentions.

funnel questions

This technique is quite simple and effective: you start with general issues, and then with each subsequent narrow the topic and move to a new level of detail. This method is often used by detectives when interrogating a witness:

• How many people were involved in the fight?
• About ten.
• Were they children or adults?
• Mostly children.
• How old are they approximately?
• Fourteen to sixteen.
• Were they dressed in any special way?
• Yes, some of them were wearing red baseball caps.
• Can you remember what logo was on the baseball caps?
• Yes, I seem to remember the capital letter N.

You can combine this technique with closed and open questions. Start with closed questions and the big picture, and when it comes to details, connect open questions and start to evoke emotions.

Clarifying questions

This is another way to get details. Sometimes it is enough to ask the interlocutor to give an example in order to understand what he wanted to say with his statement. Or you may need additional information to understand: “When do you need my report and do you want to see a rough draft before the final version?”. You can also ask for evidence: “On what basis do you think that New Product won't be in demand? More?".

When using this technique, use the word “exactly” more often: “What exactly do you want to say with this?”.

Clarifying questions are good for:

• Getting explanations in order to understand the big picture.
• Pulling information out of a person who avoids telling.

You can also use the "" method for personal effectiveness.

Suggestive questions

Leading questions try to bring the other person's point of view to yours. They can be set in several ways:

• With the assumption: “How late do you think we will hand over this project?”. Such a question suggests that the project will definitely not be delivered on time.
• With the addition of a personal appeal or consent: "It works very effectively, doesn't it?" or “The second option is better, right?”.
• Formulate the question in such a way that it is easier for the interlocutor to say “yes”. The question "Should we approve the second option?" is more likely to receive a positive response than: "Do you want to approve the second option?".
• Giving a person a choice between two options that are acceptable to you is better than giving a choice between an action you want and no action.

Leading questions are good in such cases:

• Let the person choose between the options you want, leaving them feeling like they had a choice. This method is manipulation and should only be used if you want to do what is best.
• When closing a sale or deal: "If these are all your questions, let's move on to discussing the price?".

By the way, pay attention to the fact that leading questions are mostly closed.

Rhetorical questions

Rhetorical questions, by their nature, do not require an answer. In fact, these are statements expressed in an interrogative form: “Well, isn’t this movie great?”. People use rhetorical questions to engage the listener and also to get them to agree with them.

They are also good when they go one by one: “Isn't this monitor good? Wouldn't you like to watch movies on it and enjoy the picture quality?

Using the Questioning Technique

You have probably already used all of these techniques in various areas of your life, but using them consciously can help you achieve much greater goals.

Questions are good for such areas of life:

• Education: Ask open, closed, and clarifying questions more often.
• Relationships: Usually people respond positively to a request to express their opinion or tell what they are doing. A simple question, "What do you think about it?" able to talk to almost anyone.
• Leadership: rhetorical and leading questions are suitable in managing people.
• Avoiding misunderstandings: use clarifying questions to clarify the situation. Also read the article "", which will help you not to make hasty decisions.
• Defusing the situation: funnel-shaped questions help to find out the cause of discontent and remove negative emotions of a person.
• Persuading people: no one likes teaching, so open-ended questions will help to find out the other person's point of view and convince him of something.

Remember to give the person time to answer your question. Don't conclude the pause as a disagreement.

Develop, because that is what will allow you to master the art of asking the right questions. Also remember your own, which also matters to your interlocutor.

We wish you good luck!

As a rule, the purpose of the dialogue, which is always built according to the "question - answer" scheme, is to analyze a problem. For a comprehensive, systematic coverage of the situation, an appropriate set of questions is required.

There are several types of questions that are commonly used in business communication: at negotiations, meetings, at business meetings.

closed question- this is a question that can be answered unequivocally ("yes", "no", give the exact date, name or number, etc.) For example: "Do you live in Moscow?" - "Not". "Do you drive?" - "Yes". What university did you graduate from and when? - "Moscow State University, in 1992".

Closed-ended questions should be precisely worded, suggesting short answers. Usually they either begin with the pronoun "You" or contain it in an interrogative construction. For example, "You claim that ...", "Would you mind if ...", "Will you deny that ...".

They are inevitable in any business conversation, but their predominance leads to the creation of a tense atmosphere, as it sharply narrows the “wiggle room” for a partner who may get the impression that he is being interrogated.

Usually they are set in order not so much to obtain information, but rather to obtain consent from the partner or confirmation of an earlier agreement: “Could we meet tomorrow?” - "Of course"; Will the shipment arrive on Thursday? - "No, on Saturday."

Open question- this is a question that is difficult to answer briefly, it requires some kind of explanation, mental work. Such questions begin with the words “why”, “what for”, “how”, “what are your suggestions”, “what will be your decision about”, etc., and this implies a detailed answer in a free form. Open-ended questions are asked in order to obtain additional information or find out the real motives and position of the interlocutor, they give him the opportunity to maneuver and make a more extensive statement.

The main characteristics of this group of questions are as follows:

the partner is in an active state, as he must think over his answers and statements;

the partner has the opportunity to choose, at his own discretion, what data, information and arguments to present to us;

Addressing the interlocutor with an open question contributes to the elimination of barriers, brings him out of a state of isolation and restraint;

· the partner (and this is the most important thing) becomes a valid source of information, ideas and proposals for the further development of cooperation.

However, open-ended questions give the interlocutor the opportunity to avoid a specific answer, provide only information that is beneficial to him, and even divert the conversation to the side. Therefore, in the process business conversation it is recommended to ask leading, main, secondary and other types of questions.

Suggestive questions- questions formulated in such a way as to prompt the interlocutor with the expected answer from him.

Main questions- open or closed questions that are planned in advance.

Secondary or follow-up questions- planned or spontaneous, which are set to clarify the answers to the main questions.

Alternative question is something in between: it is asked in the form of an open question, but at the same time several pre-prepared answers are offered.

Rhetorical questions do not require a direct answer and are asked in order to evoke one or another reaction from partners: to focus their attention, to enlist support from the participants business meeting point out unresolved issues. For example: “Can we consider what happened normal?”; “We are of the same mind on this issue?”; When will people finally learn to understand each other?

provocative questions most often they try to catch the interlocutor on the contradiction between what he says now and what he said earlier.

Regardless of the type and nature of the questions, one should strictly adhere to the basic principle - to answer the question only if its essence is completely clear.

So, by asking questions in the process of business communication, you can get professional information from a partner, get to know and understand him better, make relations with him more sincere and trusting, as well as find out his position, discover weak sides to give him the opportunity to sort out his delusions. In addition, with the help of questions, we activate our interlocutor as much as possible and give him the opportunity to assert himself, which makes it easier to solve the problem of our business meeting.
30. The art of answering questions.

By the nature of the questions are neutral, benevolent and unfriendly, hostile, provocative. Therefore, it is necessary to determine the nature of the question by the wording of the question, by the tone of voice, in order to correctly develop tactics of behavior.

Neutral and benevolent questions should be answered calmly, trying to explain this or that expressed position as clearly as possible. It is important to show maximum attention and respect for the questioner, even if the question is formulated inaccurately, not quite correctly. Irritation and a dismissive tone are unacceptable.

However, we must not forget that in discussions, polemics, questions are sometimes raised not to find out the essence of the matter, but to put the opponent in an awkward position, to express distrust of his arguments, to show one’s disagreement with his position, in a word, to defeat the opponent.

When answering unfavorable questions, one should reveal their provocative essence, expose the position of the opponent and give an open fight.

"What is the question, such is the answer" - says folk wisdom. The answers are also classified differently. For example, the content distinguishes between correct and incorrect answers. If the answer contains judgments that are true and logically related to the question, then it is considered correct. Incorrect, erroneous answers are those related to the question, but essentially incorrectly reflecting reality. If the answer is not related to the question, it is regarded as a "non-substantive answer" and is not considered. In addition, there are positive answers (containing the desire to understand the questions posed) and negative answers (expressing a refusal to answer a particular question). The reason for refusal may be the lack of competence of the speaker on the issues raised, poor knowledge of the subject under discussion.

According to the amount of information expressed, the answers are short and detailed.

It is hardly possible to discuss any problem with the help of monosyllabic sentences. In a dispute, full, detailed, reasoned answers are required.

In a dispute, a witty answer is greatly appreciated. The resourcefulness of the polemist, his ability to orient himself in the situation, to find the most accurate words for a given situation, and the speed of reaction help to get out of a difficult situation.

The use of questions and answers in a dispute involves some dishonest tricks that are used to confuse the opponent.

These include, for example, the so-called “many questions fallacy”. The opponent is immediately asked several different questions under the guise of one and requires an immediate yes or no answer. But the fact is that the sub-questions contained in a given question are directly opposite to each other, one of them requires a yes answer, and the other no. The respondent, without noticing this, gives an answer to only one of the questions. The questioner takes advantage of this by arbitrarily applying the answer to another question and confusing the opponent. This trick was used in the ancient world. Here is a typical question of this kind. The student was asked: “Have you stopped beating your father? Yes or no?" If the answerer says “yes”, then it turns out that he beat his father, if he says “no”, then it turns out that he continues to beat his father. Obviously, such a question cannot be answered in the form of "yes" or "no". The student should have said something like this: “I can’t even think about beating my father, because there can be no greater shame for a son.”

Some polemicists begin to sneer at their opponent's questions: "You ask such "profound" questions"; “And you consider your question serious?”; “Well, what a frivolous question”; "You are asking such a difficult question that I give in to him" and under. Often a negative assessment is given to the question itself: "This is a naive question"; "This question sounds apolitical"; “This is dogmatism”; "That's an immature question." Such phrases do not contribute to the clarification of the truth, a constructive solution of the problem. They have a psychological effect on the opponent, as they show a disrespectful attitude towards him. This allows the person who utters such phrases to get away from the questions posed, to leave them unanswered.

31. Rules of conduct in conflict situations.

First of all, it is important to be able to behave in conflicts as a leader.

1. Remember that in a conflict a person is dominated not by reason, but by emotions, which leads to affect.

2. Take a multi-alternative approach and, while insisting on your proposal, do not reject the partner's proposal.

3. Realize the importance of conflict resolution for yourself. This will shift the focus from the relationship to the problem.

4. If you and your interlocutor are irritated and aggressive, then you need to reduce internal tension.

5. Focus on the positive, the best in a person, then you oblige him to be better.

6. Invite the interlocutor to take your place. This removes the critical attitude and switches the interlocutor from emotions to understanding the situation.

7. Do not exaggerate your merits and do not show signs of superiority.

8. Do not blame your partner and do not attribute only responsibility for the situation to him.

9. Regardless of the results of conflict resolution, try not to destroy the relationship.

A well-posed question is one that a participant in a business conversation wants to answer, can answer or over which he wants to think, and he will be interested in cooperation. The ability to ask questions is a necessary sign of intelligence or insight.

Business information does not always come to us in the volume we would like. During business communication, you often have to extract necessary information with their partners, asking them about all the essential aspects of the case. Asking means acquiring information and expressing an assessment of the information received.

To ask means to show interest in a partner and a willingness to devote time to him. However, with your inept, annoying, inappropriate questions, you can achieve the opposite effect: instead of information, the partner will “close”, become wary, or even completely refuse to cooperate. That is why it is so important to be able to ask (put, formulate) questions correctly.

The German philosopher I. Kant wrote: “The ability to raise reasonable questions is already an important and necessary sign of intelligence or insight. If the question itself is meaningless and requires useless answers, then, in addition to shame for the questioner, it sometimes also has the disadvantage that it prompts the imprudent listener to absurd answers and creates a funny spectacle: one (according to the expression of the ancients) milks a goat, while the other holds under him a sieve.

A well-posed question is one that a participant in a business conversation wants to answer, can answer or over which he wants to think, and he will be interested in cooperation.

A variety of goals can be achieved by one or another statement of the question (its formulation):

• to interest the interlocutor and give him the opportunity to speak, so that he himself provides the information you need;
• activate the partner and move from your own monologue to a dialogue with him, which is more effective in business communication;
• direct the process of transferring information in a direction corresponding to your plans and interests;
• seize and hold the initiative in communication.

It takes courage to ask. After all, asking questions to another means revealing one's own position, making one's system of values ​​transparent to another.

It has been noticed that it is better to start a business conversation with a series of pre-prepared questions. By the very fact of the question, you show that you want to participate in communication, ensure its further flow and deepening. This convinces the interlocutor that you are showing interest in him and the desire to establish a positive relationship. It's also better to ask questions than to monologue to keep the conversation going. The art of persuasion is to lead the interlocutor to the desired conclusion, and not to impose this conclusion by the force of logic, voice or authority.

The posing of questions requires not only their careful preparation, but also the development of their system, thinking over the wording. This is a key link for obtaining information. It is here that the foundation is laid for the activation of business communication, its creative orientation. However, it should be remembered that most people are reluctant to answer direct questions for many reasons (fear of conveying incorrect information, insufficient knowledge of the subject, business restrictions, restraint, difficulties in presentation, etc.). Therefore, you first need to interest the interlocutor, explain to him that answering your questions is in his interests.

As a rule, the purpose of the dialogue, which is always built according to the "question - answer" scheme, is to analyze a problem. For a comprehensive, systematic coverage of the situation, an appropriate set of questions is required.

There are several types of questions that are usually used in business communication: in negotiations, meetings, business meetings.

A closed question is a question that can be answered with an unambiguous answer (“yes”, “no”, give the exact date, name or number, etc.) For example: “Do you live in Moscow?” - "Not". "Do you drive?" - "Yes". What university did you graduate from and when? - "Moscow State University, in 1992".

Closed-ended questions should be precisely worded, suggesting short answers. Usually they either begin with the pronoun "You" or contain it in an interrogative construction. For example, "You claim that ...", "Would you mind if ...", "Will you deny that ...".

They are inevitable in any business conversation, but their predominance leads to the creation of a tense atmosphere, as it sharply narrows the “wiggle room” for a partner who may get the impression that he is being interrogated.

Usually they are set in order not so much to obtain information, but rather to obtain consent from the partner or confirmation of an earlier agreement: “Could we meet tomorrow?” - "Of course"; Will the shipment arrive on Thursday? - "No, on Saturday."

An open question is a question that is difficult to answer briefly, it requires some kind of explanation, mental work. Such questions begin with the words “why”, “what for”, “how”, “what are your suggestions”, “what will be your decision about”, etc., and this implies a detailed answer in a free form. Open-ended questions are asked in order to obtain additional information or find out the real motives and position of the interlocutor, they give him the opportunity to maneuver and make a more extensive statement.

The main characteristics of this group of questions are as follows:

• the partner is in an active state, as he must think over his answers and statements;
• the partner has the opportunity, at its own discretion, to choose what data, information and arguments to provide to us;
• addressing the interlocutor with an open question contributes to the elimination of barriers, brings him out of a state of isolation and restraint;
• the partner (and most importantly) becomes a valid source of information, ideas and proposals for the further development of cooperation.

However, open-ended questions give the interlocutor the opportunity to avoid a specific answer, provide only information that is beneficial to him, and even divert the conversation to the side. Therefore, in the course of a business conversation, it is recommended to ask leading, basic, secondary and other types of questions.

Leading questions - questions formulated in such a way as to prompt the interlocutor to the expected answer from him.

Core questions are open or closed questions that are planned in advance.

Secondary, or follow-up, questions - planned or spontaneous, which are asked to clarify the answers to the main questions.

An alternative question is something in between: it is asked in the form of an open question, but at the same time several pre-prepared answers are offered. For example: “How did you decide to become a lawyer: did you consciously choose this specialty, follow in the footsteps of your parents, did you decide to act with a friend, or don’t you know why?”; “When do you think it would be better for us to hold the next meeting: already this week or will we postpone it to the next one?”

In order to get the interlocutor to talk, you can try to use alternative questions, but it is important that none of the alternatives offend him. In order to somehow organize a conversation with an overly talkative interlocutor, it is better to use closed questions.

It is recommended to soften questions that may offend the interlocutor and formulate them in the form of an assumption. For example, instead of the question “Are you afraid of not coping?” the wording is recommended: “Maybe some circumstances prevent you from completing this work on time?”.

You should not ask a question if you already know the answer to it. It is not recommended to start the question with the words: "Why don't you ...?" or "How could you...?" A truly competent question is a request for information, not a hidden accusation. If you are unhappy with your partner's decision or actions, try to tactfully but firmly tell him about it in the form of a statement, but not in the form of a question.

Rhetorical questions do not require a direct answer and are asked in order to evoke one or another reaction from partners: to focus their attention, enlist support from the participants in a business meeting, point out unresolved problems. For example: “Can we consider what happened as a normal phenomenon?”; “Are we of the same opinion on this issue?”; When will people finally learn to understand each other?

It is important to formulate rhetorical questions in such a way that they sound short, relevant and understandable to each of those present. The silence received in response to them will mean the approval of our point of view. But at the same time, one should be very careful not to slide into ordinary demagoguery and not get into an uncomfortable or even ridiculous position.

Tipping points either keep the conversation within tight limits or raise a whole new set of issues. In addition, they usually allow you to identify vulnerabilities in the partner's position. Here are examples: “How do you imagine the prospects for the development of your department?”; "What do you think: is it necessary to radically change the management system in large organizations?".

Similar questions are asked in cases where you want to switch to another problem or when you feel your partner's resistance. Such questions are fraught with danger, as they can upset the balance between the parties. The interlocutor may not be able to cope with the answer, or, conversely, his answer will be so unexpected and strong that it will weaken the position and break the plans of the questioner.

Questions for reflection force the interlocutor to carefully analyze and comment on what was said. For example: “Did I manage to convince you of the need to revise the terms of the contract, or do you think that we will cope with the situation?”; “What action can you take?”; "Did I understand your suggestion that...?"; "Do you think that...?"

The purpose of these questions is to create an atmosphere of mutual understanding, to sum up the intermediate and final results of a business conversation.

When answering a question like this:

• the interlocutor should consider the expressed opinion;
• a favorable atmosphere is created for argumentation based on a general approach to the problem;
• the interlocutor is given the opportunity to amend the stated position.

The mirror question consists in repeating, with an interrogative intonation, part of the statement uttered by the interlocutor in order to make him see his statement from the other side. This allows (without contradicting the interlocutor and without refuting his statements) to optimize the conversation, to introduce new elements into it that give the dialogue a genuine meaning and openness. This technique produces much better results than the cycle of “why?” questions, which usually cause defensive reactions, excuses, searches for imaginary reasons, a dull alternation of accusations and self-justifications and, as a result, lead to conflict.

Control questions help to control the partner's attention, allow you to return to previous stages of work, and also check the understanding achieved.

It should be noted that control questions like “who, what?” are fact-oriented, and the questions “how, why?” more focused on the person, his behavior, inner world.

To the above types of questions, one should add the so-called trap questions that an opponent can ask the initiator of communication. The latter should be able not only to ask questions correctly, but also to answer them, while taking into account the goals of the opponent. In the process of communication, you should be prepared for the following types of trap questions.

Questions aimed at testing competence. The purpose of such questions is to assess the knowledge and experience of the initiator of communication. As a rule, the author of such a question already knows the answer, but wants to check how the host will cope with it. If you have accurately recognized this type of question, you can politely ask: “Why are you asking a question to which you yourself know the answer?”.

Questions to demonstrate your knowledge. The purpose of such questions is to show off one's own competence and erudition in front of other participants in the conversation. This is one of the forms of self-affirmation, an attempt to earn the respect of a partner with a “smart” question. If the question is really related to a business meeting, then you can ask its author to answer it himself. Asking a question, your interlocutor is unlikely to expect such a request. After he finishes his answer, you can complete it.

Confusing questions aim to divert the attention of the initiator of communication to the area of ​​interest of the questioner, which lies away from the main direction of work. These questions may be asked intentionally or unintentionally out of a desire to solve some of their own problems. The initiator of communication should not succumb to the temptation and go away from the essence of the issue. It is better to propose that the matter be considered at another time.

Provocative questions most often try to catch the interlocutor on the contradiction between what he is saying now and what he said earlier.

If it so happens that you cannot justify such a contradiction, then it is better not to try to justify yourself. By defending yourself, you convince other participants in a business meeting of the truth of a provocative remark. But even if you are right, and the inconsistency of your words has objective reasons (you can prove it), then you still should not use the opportunity to deal with the provocateur. Getting involved in a "showdown" is not the best The best way win the prestige of those present. In the best case, after your victory, the opponent will drop out of work, in the worst case, he will look for an opportunity to take revenge later. Demonstrate that you are taller, invulnerable to such "pricks" - and earn the respect of other participants in the business meeting.

Regardless of the type and nature of the questions, one should strictly adhere to the basic principle - to answer the question only if its essence is completely clear.

So, by asking questions in the process of business communication, you can get professional information from a partner, get to know and understand him better, make relations with him more sincere and trusting, as well as find out his position, discover weaknesses, give him the opportunity to sort out his delusions. In addition, with the help of questions, we maximally activate our interlocutor and give him the opportunity to assert himself, which makes it easier to solve the problem of our business meeting.

It has long been observed that in order to maintain a conversation, it is better to ask questions than to pronounce monologues. Thus, you include the interlocutor in communication, show interest in him. The person feels your interest in his opinion. Correctly posed questions allow you to get much more information about a person, they also allow you to manage the course of a business conversation. When you ask questions "for understanding", then your interlocutor puts the same questions to himself, and then also answers them. Questions are not supposed to be suggestions. Questions are clarification. But the question and the answer are two opposites of a single whole. Keep in mind: who asks, he controls the conversation. You do not seem to impose your opinion on the interlocutor, just smoothly lead him to the desired conclusion. In addition, with the help of questions, we activate the interlocutor, give him the opportunity to assert himself. They help to consolidate the intermediate results of the negotiations.

Questions play a huge role in business communication, dispute and controversy. With the help of questions, you can clarify a lot for yourself, but also confuse a lot. An appropriate question can highlight the weaknesses of the opponent's position, make him attract additional funds to substantiate his thesis. Asking the right question is an art. Known to be right question asked- this is already half the answer.

With the help of a question, one can accurately and sometimes wittily ridicule contrivedness, pretension, pomp and excessive pathos. The question can give food for thought and conclusions. By accurately answering a specific question, one can earn the respect of the listeners, strengthening their conviction that they are dealing with a competent person. On the other hand, an appropriate question to the interlocutor may illustrate that his loud statements do not quite fit in with what he presented as an answer.

Questions can help seize the initiative, encourage the opponent to answer more than ask. His position will then require justification. But it is known: the more you justify yourself, the stronger the suspicion of guilt or insolvency.

Questions can provide the right, required information. They can clarify a problematic situation, they can indicate exactly in which scenario it is important to direct the developing realities of a business dispute.

In addition, questions are the reality of business communication tactics. With the help of questions, you can increase pressure, re-emphasize a controversial position, impose your own methods and methods of discussion on the enemy. A lot can be done if you use questions skillfully, know them, distinguish them and be able to answer them well.

Questions are a special kind of logical concepts that are veiled requirements. They are used to clarify circumstances, clarify information, and resolve a problem situation. The logical nature of the question is such that, unlike affirmative (assertoric) sentences, qualified in terms of truth and falsity, questions are not subject to such qualification. Thus, the statements: "All people are mortal", "Ivan is the brother of Peter", "Everest is the highest mountain on Earth", "Mercury is not a metal" - can be qualified as true or false. Whereas a question such as "What time is it now?" – is outside such truthful qualification. Another thing is that the answer to this question can be interpreted as correct or incorrect. But this is the answer, not the question itself.

Summarize. Unlike judgments and statements, which are checked (verified and falsified) in a standard way, questions cannot be explicitly evaluated as true or false. However, this does not mean, apparently, that questions cannot be correct and incorrect, relevant and inappropriate, meaningful and meaningless, objective and non-objective, requiring an answer and rhetorical. In addition, questions can be casuistic, tricks and arguments in a dispute, self-answering, comic, question-tasks, etc.

To begin with, there is a special kind of questions that are called Vermont questions. This name comes from the American city of Vermont, whose inhabitants, like the famous Gabrovians, who demonstrate genuine humor, are able to put questions and answer them in a very original way.

As an example, let's take a sample of a typical Vermont question in the form of an anecdote parable.

Jack came to his neighbor John and asked him:

• “Listen, John, was your one-horned cow sick last summer?”
• “Sick,” John replies.
• - How did you treat her?
• “Morning straw and molasses,” came the answer.
• “Thanks,” Jack said, and walked away. A week later, he again visited John, and this is how their conversation continued:
• “Listen, John, my cow died after being fed according to your recipe.
• “Mine too,” John said calmly, not looking up from his work.
• - Why didn't you tell me? Jack was outraged.
• You didn't ask...

Another example is no less convincing.

Two diplomats got lost in their car in an unfamiliar city. They stopped the car at the crossroads, and one of them, without getting out of the car, but only lowering the side window, addressed a local resident with a question.

• - Where are we?
• “In the car,” came the reply.

When they drove off, the eldest of them said:

I would offer him the post of Minister of Foreign Affairs; he knows how to answer questions in such a way that you can’t find fault with them, at the same time without adding a shred of new information.

These are the famous Vermont questions. And Vermont answers too. Agree that they have their own charm. They not only delight the soul, but can sometimes bring certain benefits.

Exist different kinds questions. The simplest classification identifies questions: clarifying and supplementing; simple and complex; correct and incorrect; neutral, benevolent and provocative.

Clarifying questions are aimed at finding out the truth or falsity of information and require a yes or no answer. They are also called closed.

Open, or replenishing, questions begin with interrogative words: "who", "what", "where", "when", "how", "why". They help to get detailed answers and new knowledge about events, phenomena, objects.

Simple questions cannot be broken down into simpler statements. Difficult questions include two or more simple questions.

Correct questions are based on true judgments. Incorrect questions are based on false or vague judgments.

Neutral questions do not contain emotional coloring and do not affect the personality of the interlocutor in any way.

benevolent questions emphasize the disposition of the speaker to the interlocutor.

provocative questions are negatively colored and contain hidden or explicit incitement to wrong actions of the interlocutor.

Questions can be used to:

• clarify the interests of the interlocutor;
• direct his attention to the necessary and important details of the conversation for you;
• find out the partner's objections;
• regain the initiative in the conversation;
• communicate your point of view to the interlocutor;
• skillfully destroy the partner's confidence in something;
• build a relationship of genuine partnership with the interlocutor;
• take in the process of communication a more advantageous role of an opinion leader, expert, referee, "gatekeeper"; etc.

Ask questions! The initiative is in the hands of the person who asks the questions. Questions - the only way make a person think. Substantive questions, questions for understanding will turn the thoughts of your interlocutor in the direction you need, even if a minute ago he did not expect a different turn of events.

The question method has a number of advantages over the statement method:

• helps to avoid disputes and excessive talkativeness;
• allows you to help the interlocutor understand what he wants. Then you can help him decide how to achieve this;
• helps the interlocutor to crystallize the idea. And the idea brought in from outside becomes his own;
• helps to identify a weak spot when concluding a deal;
• evokes self-esteem in the other person. When you show that you respect his point of view, he will most likely respect yours.

Questioning technique

1. Open questions. They start with: what, how, what, how much, why- and expect a detailed answer.

• - What exactly do you not like?
• - What do you think of it?
• - Why do you think that...?
• – What expectations do you associate with our further cooperation?

The interlocutor, answering such questions, gives us information about his priorities, motives, thus simplifying the stage of collecting information.

Instead of open questions, you can use phrases like:

• - Please tell me more...
• I don't quite understand, could you explain?
• - Please clarify the details.
• – Please tell us about additional options.

Please clarify...

Could you give me some idea about...

Questions like these are very important when you are just

establish contact with the interlocutor.

It is advisable to use open-ended questions:

• to start a conversation;
• to move to the next stages of a business conversation;
• if you want to make the interlocutor think;
• if you want to find out his interests and positions.
• 2. alternative questions. They provide a choice and offer a quick solution. You are not imposing anything. You are simply offering a choice between what you need and what you need.

For example:

• – Are you ready to meet with our specialist on Wednesday or Thursday?
• Will we sign the contract now or after we have a cup of coffee?
• - Will we sign a contract for a year or three years at once?
• – Would you like model A or model B?
• Would you like to start working on the project now or after the holidays?

The answer involves choosing one of the alternative options proposed in the question.

Alternative questions use:

• when agreeing on a plan for a business conversation or its further development;
• when summing up intermediate results;
• in order to encourage the client to make a final decision.
• 3. Closed questions. The interlocutor, as a rule, can answer them only with monosyllabic "yes" or "no".

For example:

• – Did you enjoy working with our company?
• – Will you cooperate with us?
• - Would it suit you if...?

Do you want to...?

Try to exclude these questions from use, because they require a specific and unambiguous decision from a person. The answer "no" will not change anything in the life of the interlocutor, but it will give him a sense of security. When the answer is "no", you lose contact with the interlocutor. Of course, it does not break off, but weakens. This works against you. Even a positive answer will not help you much, because it will not give you the opportunity to understand what exactly is valuable for your opponent in your statement. Although closed questions help to put an end to situations where the client cannot make a decision in any way. They will help push him.

Closed questions should be asked:

• if you want only a short definitive answer;
• you are dealing with an exceptionally taciturn person;
• want to quickly check whether you have understood your interlocutor correctly.

Other types of questions can also be used in the dialogue.

mirror questions. They consist in repeating with an interrogative intonation a part of the statement just said by the interlocutor in order to give him the opportunity to see it from a different point of view. These questions allow, without contradicting the interlocutor and without refuting his words, to create new elements in the conversation that change the meaning. You can't keep asking "why?". This question often causes defensive reactions, searches for imaginary causality. Ask mirror questions! This is a very effective technique.

Questions for reflection. Their goal is to create an atmosphere of mutual understanding. They force the interlocutor to reflect and comment on what was said.

• - Do you think that...?
• “Did I understand your point of view correctly, that…?”

Suggestion questions. They allow you to convey the necessary thoughts to the interlocutor without visible pressure.

• Do you also think that...?
• Do you also hold the opinion that...?

Test questions. It is useful to ask them during any conversation in order to understand whether the interlocutor is listening to you or his thoughts are somewhere far away. In addition, questions asked to the partner help to keep his attention.

• - What do you think of it?
• “May I take it that this has dispelled your doubts?”

Confirmation questions. Asked to find mutual understanding. If the interlocutor agreed with you three times, then he will automatically agree with you a fourth time. If you're here for a negotiation, it's very helpful to start the conversation with something you can relate to. For example, from the weather. A banal conversation about the weather helps to create an atmosphere of goodwill and mutual agreement. The topic is neutral and safe, therefore, agreement with the interlocutor does not cause resistance. If you have found a common language on one issue, you already have a mutual understanding, and it will be much easier to achieve understanding in the process of discussing subsequent problems. In any conversation, always insert affirmative questions and focus on what unites you, not on what separates you.

• “Are you also glad that…?”
• If I'm not mistaken, you think...

Introductory questions. Well posed question

serves as a good start. The interlocutor has a state of positive expectation, interest.

– If I suggest you a way by which you can earn more money, without risking anything, will it interest you?

Concluding questions. Their goal is to end the conversation. It is better to first ask a couple of confirming questions, while smiling radiantly:

• – Have I been able to convince you of the benefits of our proposal for your company?
• – Have you made sure how easy this device is to operate?

And then to the final question:

Would you like delivery or pickup?

- What did you decide to stop on - apparatus A or B?

Question Funnel Technique

Target:

• clarify the situation described by the interlocutor too succinctly;
• receive complete information that was not provided in the course of answering the previous question;
• checking motivations and feelings when they are not clear.

Rice. 8.2. Question Funnel Technique

How to ask: you start with general, global questions and gradually narrow down the focus, down to the specific information that you are trying to get.

It can be a set of closed, alternative and open questions.

"Red buttons" technique questions

Incorrect forms of asking questions (Table 8.1):

• wordy questions;
• several questions combined into one;
• leading or biased questions;
• tricky trick questions if you haven't explained their purpose;
• the use of the pronouns "I" and "you" in opposition.

Table 8.1

Typical mistakes when asking a question

Tactical use of questions

The tactical use of questions involves their use as tactics in a dispute and polemic. Such methods include all methods of using questions that do not aim at clarifying a certain situation, not requesting a new one, additional information, but obtaining a tactical gain.

Often this is due to various violations of the regulations, rules and procedures of organized business communication. Such a violation is an unreasonably large number of questions that one participant in the discussion asks another. The Rational Business Dispute Convention assumes that each question, as an argument of a special type, requires a timely, accurate and specific answer to it.

If the question is left unanswered (unanswered), two assessments of this situation are possible.

• 1. The opponent is unable to answer the question posed because:
  • a) does not have sufficient information;
  • b) does not understand the question due to insufficient qualifications;
  • c) does not want to answer, demonstrating disregard for either the rules of rational business discussion, or for his opponent.
• 2. The opponent does not answer the question, thereby demonstrating his disdain for the audience.

As you can see, any assessment will not add to such a person, who left the question unanswered, neither supporters, nor popularity, nor authority.

From this we can draw a not entirely correct conclusion: in order to put the opponent in an awkward position in which he will definitely suffer tactical damage, you need to ask him so many questions that he will not be able to answer.

• a business discussion will turn into a pick with questions;
• in response to the fact that you ask your opponent an unreasonably large number of questions, he will repay the same;
• the disputed position will never be clarified;
• in general, you should not use such means against your opponent that you would not like to be used against you.

But even the above considerations cannot serve as a guarantee that an unscrupulous opponent, driven by the desire for an early victory, will not take advantage of the temptation to ask you so many questions that you will not be able to answer. What to do in such a situation?

Here a seemingly insoluble dilemma arises:

• answer all questions due to their prohibitive a large number simply impossible;
• not answering questions is to suffer a tactical loss.

But there are no hopeless situations, and the way out of this situation, as well as from many others, is most often located in the same place as the entrance.

A countermeasure against a large number of questions is the use of the method of selection and evaluation of questions, which consists of the following successive steps.

• 1. It is necessary to divide all the questions asked to you into:
  • correct and incorrect;
  • meaningful and meaningless;
  • subject and non-objective;
  • appropriate and inappropriate;
  • rhetorical and business;
  • related to the subject of discussion and not related;
  • concrete and abstract-abstract;
  • loyal and disloyal.
• 2. Assess the incorrect conduct of business discussions associated with the use of disloyal funds.
• 3. Reject all disloyal, abstract, non-specific, pointless questions.
• 4. Give detailed answers to all specific questions related to the subject of the business discussion.

By itself, the selection of questions and the illustration that some of them are inappropriate gives you a small tactical gain, and losing tactical points are invisibly awarded to your opponent. It's already good. Tactical gain also follows from the fact that you managed to substantively answer specific questions. This shows your competence, awareness, respect for the rules of business discussion and loyalty even to a disloyal opponent. This is also a plus.

Such a technique usually has a sobering effect on an unscrupulous opponent, and he subsequently refrains from such a way of conducting a business discussion. The question selection procedure usually "distracts" the opponent from abusing questions, because any rejection of low-quality questions leads to the fact that he undermines his reputation and self-confidence.

If the number of questions does not decrease after that, then one should take the initiative to supplement the business discussion convention in order to clarify the controversial provision, adopt a rule that limits the number of questions, because their excessive number makes it difficult to constructively discuss the controversial provision. Your opponent will either accept your proposed rule (and this is also your small gain), or refuse to accept (in which case he will once again confirm his intention to torpedo the business discussion - and this is his loss).

If the adopted convention does not work and the opponent again abuses its violation, the business dispute should be recognized as unpromising in such ways of conducting it and interrupted, laying the responsibility for this on the opponent, who did everything to destroy the constructive course of the discussion business matter. And this is also a small, but a victory.

Incorrect in a business discussion questioning. This is the most visible example of a mutual violation of the convention through the abuse of questions. And the culprit here is not only the one who started it first, but both sides, who have chosen for themselves just such a way of discussing the controversial situation.

Countermeasure against ignoring questions. Ignoring the questions of the opponent, of course, does not contribute to clarifying the positions of the parties during a business discussion. In addition, the fact that the opponent "does not hear" your questions, ignores them, does not contribute to mutual understanding. This can be seen as a disregard for the rules of the dispute, and an expression of hostility.

In a situation where the opponent does not hear or does not want to hear the question, there is also a seemingly insoluble dilemma.

One side, if the question is left unanswered, then it needs to be repeated, especially if this is a question of principle, capable of clarifying a lot.

On the other hand, nothing can be repeated in a rational argument, even the most necessary and correct statements. This inevitably causes a feeling of irritation in listeners, about whose opinion about the controversial situation is being debated. Repetition leads to the fact that listeners see it as violence, the imposition of an opinion, "pouring from empty to empty", they suspect that you simply have nothing more to talk about. In any case, in each repetition, the intent can be seen that you are not completely loyal to those who are a witness to a business dispute and its passive participant. So, let's formulate the dilemma in its purest form.

• 1. To get an answer to a fundamental question that your opponent ignored, it must be repeated.
• 2. Nothing should be repeated in a business discussion without the risk of causing psychological discomfort and displeasure to those whose opinion is being fought for.

The resolution of this dilemma is also associated with the use of a series of successive steps - the adoption of business discussion tactics.

• 1. You can repeat the question left unattended once, necessarily accompanying it with an explanation, justification, justification for the repetition: "Since I did not receive an answer to my question, I have to repeat it ...", "Maybe my opponent did not hear (did not give meaning) of my question, so I have to repeat it...".
• 2. In the case when this does not affect the opponent, who again continues to "not hear" the question, you can repeat it again, but be sure to explain why you are forced to repeat it, this time on fundamental grounds: "Since the question has a fundamental significance for the position under discussion and I have not received an answer to it, I am again forced to repeat it ... ".
• 3. A situation is possible when this will not have any effect on the opponent for the reasons that he either simply has nothing to answer, or he is incompetent in this matter, or a principled and correct answer leads him to a greater tactical loss than leaving the question unanswered.

In this case, you can and should repeat the question, but be sure to reformulate it, build it with the help of other words and expressions. Such a rearranged question will not be recognizable by ear and will be perceived by the listeners as a new one, i.e. they will not turn on the mechanism of mental rejection, rejection and irritation from repetition. This is what you need. If this time the opponent leaves the question without attention, then in the eyes of the listeners he will not answer the second question. And this is another one of his tactically lost points. It is from these small losses of the opponent that your victory over him is formed.

4. If this did not lead to the fact that the opponent paid his attention to your question and dignified it with an answer, it is necessary to remove the question from discussion. But you need to do this in such a way that in this action you earn a plus for yourself, helping your opponent earn a minus for himself.

This is usually done with the following comments: "Well, if my opponent is not able (cannot, does not want, etc.) to answer a fundamental question, then I remove it from discussion", "Well, with this question and without an answer, everything is clear ... "," Judging by the answers to my previous questions, then the answer to this question could not be expected, "" In order not to tire the listeners with empty excuses from the question and general phrases, I, apparently, it is better to remove your question. It is beyond the power of my opponent ... "

A variation of the tactical use of questions is the use of abstract questions, i.e. irrelevant to the subject matter of the dispute. They drag out the rules and divert the discussion from main topic. This method must be stopped immediately.

Answering a question with a question also serves tactical purposes. Such forms of response do not clarify anything, but only make it difficult to conduct a business discussion. These include rhetorical questions, i.e. addressed to oneself, not suggesting any answer at all.

Answers to questions should be specific categorical statements that provide new information, and not lengthy reasoning, not ranting, abstract passages, life examples, jokes, puns, sayings, facial expressions, gestures or grimaces. Such forms of response must be qualified as either unwillingness or inability to answer a specific question.

Clarification Technique

clarification- the listener checks the correctness of his understanding of the essence of what he heard. This is achieved using the following methods.

1 . Repetition (echo) – pronunciation, repetition of key phrases and words of the interlocutor - we literally repeat the statement of the partner.

You can start with an introductory phrase:

• - You said...,
• - In your opinion...
• - Do you think...
• 2. Paraphrasing- we reproduce the statements of the partner in an abbreviated, generalized form, briefly formulate the most significant in his words.

You can start with an introductory phrase:

• - Your main ideas, as I understand it, are ...,
• In other words, do you think...
• - If I understood you correctly...,
• "So you think that...
• 3. Interpretation and development of the idea. We are trying to deduce a logical consequence from the partner's statement or put forward assumptions about the reasons for the statement.

An introductory phrase could be:

• - Based on what you said, it turns out that ...,
• You think so, probably because...

The phrase should contain an element of doubt (because it is easier for a person to discuss the reasons and goals of his actions in conjectural terms).

An example of clarifying the situation is shown in fig. 8.3.

Rice. 8.3.

Binding technique

1. Full consent- praise, an expression of complete satisfaction with the result of the conversation + verbalization of positive feelings.

• “We did a great job today and I am very pleased with the result.
• – I am glad that our interests coincided in all points.
• – You know, I am inspired by today's meeting. The negotiations were quite difficult.
• What a pleasure to deal with a determined man!
• 2. Constructive criticism– a description of a specific negative behavior or actions of a person and the impact of such behavior on other people (not an assessment!) + constructive suggestions for other options for action (how and what to change). Talk about behavior and facts, not personality!

• “I'm not entirely sure that an increase in television advertising spending will lead to a sharp rise in profits. What if we consider other opportunities to advertise our product?
• - Let's think together what other options can be.

"Red buttons" for constructive criticism

– What do you think about the graphs that I used during the report?

Wrong answer:

– I do not agree with them.

Correct answer:

• - An interesting interpretation. If you are interested, I can give you a different point of view.
• 3. Time-out, or avoidance of comment, is the period of time for which the parties agree to stop negotiations. This tactical move can last from a few minutes to several days.

Timeout targets:

• opportunity to think;
• avoid pressure;
• consult an authority;
• get new data.

Use when you feel that you are losing control over yourself, emotions, situations. You should never be afraid to take a time out, but you should not delay it either.

• – It was a very productive/useful conversation. We would like to digress for 10 minutes and reflect on the points discussed (speaking confidently and positively).
• 4. Care creates a "lose-lose" situation, as no one achieves what he wants; or it is a kind of impasse, when the question is not of great importance to the interlocutors.

If the relationship is ending, use constructive skills to describe your feelings and open up your position so that the breakup is amicable.

• - I was upset by our today's conversation, and at the same time I am sure that next time we will definitely find common ground.
• “Looks like I'm baffled by the outcome of our conversation. I would like to end our conversation on this note so as not to reach a final impasse. Thank you for your interest in resolving this issue.
• - I understand that you are now furious (threatening me, disappointed in your expectations). I propose to end our dispute and disperse friends.