Basic Business Communication Styles
There are four main styles of business communication partner during negotiations.
Style 1. The focus is on actions (focus on actions). For people of this style, discussion of results, specific questions, behavior, productivity, effectiveness, progress, responsibility, affirmations, experience, obstacles, achievements, changes, decisions is characteristic.
- are pragmatic;
- often agitated;
- are decisive;
- fast (switch from one question to another);
- are energetic (which sometimes constitutes a problem for the partner).
Style 2. The focus is on the process (process orientation). For people of this style is characterized by a discussion of: facts, procedural issues, planning, organization, monitoring, testing, testing, analysis, observations, evidence, details.
- are systematic, systematic;
- clearly understand the cause-effect relationship;
- are honest;
- are not very emotional;
- are methodical.
Style 3. The main focus is on human relationships, problems (people's orientation). People of this style are characterized by a discussion: people in general, human needs, human motives, teamwork, communication problems, feelings, the spirit of teamwork, understanding, self-development, receptivity, awareness, cooperation, beliefs, values, expectations, relations.
- warm & quot ;;
- psychologically oriented;
Style 4. The focus is on human relationships, people's issues, etc. (focus on people). People of this style are characterized by a discussion: concepts, innovations, creativity, opportunities, probabilities, big plans, various issues, what's new in this area, interdependence, new ways, new methods, improvements, problems, potentials, alternatives. These people:
- with a good imagination;
- Sometimes they are difficult to understand;
- are self-centered
- are not very realistic;
- creatively configured
- full of ideas;
- have a stimulating effect on others.
Business communication needs to be built taking into account your partner's belonging to a certain style.
Your partner belongs to people of style 1:
- first of all, focus on the results (formulate the conclusion immediately after the position is stated);
- formulate your suggestions (do not offer too many alternatives);
- be as brief as possible;
- emphasize the practical focus of your proposals;
- use visual tools (graphics, charts, tables, etc.).
Your partner belongs to people of style 2:
- Be accurate (rely on facts);
- in your speech use the following logical order: the background of the question; his current state; the expected outcome;
- break your recommendations into parts;
- suggesting alternatives, indicate the positive and negative consequences of their adoption;
- do not rush your partner;
- sort your offers (1, 2, 3 ...).
Your partner belongs to people of style 3:
- Prepare a business relationship in a small conversation (do not start immediately talking about the case);
- emphasize the relationship between your proposals and the needs and concerns of people;
- show how what you are proposing has worked in the past;
- indicate that you are supported (or supported) by all respected people;
- Use informal style for business correspondence.
Your partner belongs to people of style 4:
- take enough time to discuss;
- do not get irritated if your partner, instead of discussing the essence of the problem, goes around the bush;
- in your introductory speech try to identify this problem in a broader conceptual context;
- emphasize the uniqueness of your idea or theme;
- in a written address at the beginning, try to identify the key concepts that underlie your ideas and suggestions. Start with general positions, and then go to the details.
Getting in touch with people, the modern leader, if he wants to achieve success, it is necessary to understand the motives of communication of his interlocutors. The motives of communication can be the same and counteract. Coincident motives facilitate communication. Counteracting motives have the opposite effect, they interfere with the establishment of good communication.
In Table. 3.3 gives recommendations on how to reach agreement between the parties and avoid conflict.
Agreement between the parties and conflict avoidance
Winning one of the parties
The capitulation of one of the parties
Ignoring the conflict
Appeal to legal authorities
Both approaches strengthen tension, exhaust, lead to discontent of one of the parties and thereby - to a more severe confrontation, even to physical destruction of the enemy
And the Ostrich approach, and attempts to resolve the conflict at the formal level, in fact lead to a "freeze": the situation starts on its own, the true contradictions are not resolved, accumulate and sooner or later will be felt by the sharpest relapse
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