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tdp_1:md-tdp1-com:pre_class [2024/08/05 12:33] lichao [Core requirements in communication] |
tdp_1:md-tdp1-com:pre_class [2024/08/05 12:47] (当前版本) lichao [Core statements] |
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| ==== Iceberg Model ==== | ==== Iceberg Model ==== | ||
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| ===== Communication: | ===== Communication: | ||
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| ==== Core statements ==== | ==== Core statements ==== | ||
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| ==== Core requirements in communication ==== | ==== Core requirements in communication ==== | ||
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| * Comprehensibility | * Comprehensibility | ||
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| ==== Body language ==== | ==== Body language ==== | ||
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| + | In particular, body language gives information about: | ||
| + | * Agreement vs. rejection: Do we agree or are we critical? Are we keen or hostile? Are we open or closed? Are we convinced or skeptical? | ||
| + | * Closeness vs. distance: How close and open are we towards others and how do we face them? Are we interested and would like to come closer to them or are we disinterested and want to build barriers? | ||
| + | * Above vs. below: Who treats whom from a superior, subordinate or equal position? Are strength, dominance and aggression displayed, or rather peaceableness and adaptability? | ||
| + | * Underlying feelings: What is our emotional state? Do we feel joy, enthusiasm, anger, tension, calm, etc.? | ||
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| + | Dimensions of body language | ||
| + | * Body language presents itself in certain dimensions, as follows: | ||
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| + | * Body language is | ||
| + | * inherited (genetically determined) and | ||
| + | * learned (socialization, | ||
| ==== Active listening ==== | ==== Active listening ==== | ||
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| + | <note tip> | ||
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| + | Basic principles of active listening | ||
| + | * Try hard to be outward looking and empathetic, to look at the world through the other person' | ||
| + | * Try to follow attentively and to understand both rationally and emotionally. | ||
| + | * Try to bear with pauses for thought and inability to find a solution - they are desirable and can be very helpful in allowing people to clarify things for themselves. | ||
| + | * Repeatedly sum up what you have understood in both factual and emotional terms (don’t simply repeat parrot-fashion). | ||
| + | * The expression of emotional content is only ever hypothetical. Do not insist that this is the way it is! | ||
| + | * Refrain from using examples/ | ||
| + | * Focus on your conversational partner' | ||
| ==== Six steps in a conversation ==== | ==== Six steps in a conversation ==== | ||
| + | - Step 1, making contact | ||
| + | * A good initial atmosphere has a considerable influence on the further progress of the discussion. | ||
| + | * Demonstrate an interest in the other person, give a friendly welcome, offer coffee, etc. | ||
| + | * Assume and show appreciation for their willingness to come to the meeting: | ||
| + | - Step 2, providing orientation – naming topics | ||
| + | * Clarify how much time is available and if necessary, suggest how the discussion can be structured. | ||
| + | * Concise start for orientation purposes: 2-3 sentences about the situation and aims from the manager’s point of view, e.g.: “I would like to talk to you about the following situation ...” Or: “The reason for this meeting is ...” | ||
| + | * “I” remarks: “This aim/issue is important to me because ...” “It is difficult/ | ||
| + | - Step 3, defining the situation and aims | ||
| + | * The participants’ points of view must be comprehensively understood: “What do I/you want to get out of the discussion? | ||
| + | * Open questions: "How do you see the issue?" | ||
| + | * Active listening: Understand the employee’s situation and aims (show interest, ask questions, summarize information, | ||
| + | * Stating a position: As a manager, take a position based on the four role aspects of the inner management team: “I have understood it like this ...” “For me, this means ...” “It is therefore important to me ...” “That would have the following consequences …” | ||
| + | - Step 4, developing solutions | ||
| + | * Is it an open search for consensual solutions? Then: “What ideas do you/do I have ...?” “What could we do differently ...?” Next: Go through and evaluate the solution options and jointly decide on how to proceed. | ||
| + | * Is it a matter of creating conditions in which an approach/ | ||
| + | * Is it a matter of getting something done or instructing something to be done and possibly pointing out the consequences if this is not complied with? Then: “After weighing up all these considerations, | ||
| + | * what I expect from you ...” | ||
| + | - Step 5, reaching agreements | ||
| + | * Put implementation/ | ||
| + | * When will we have another meeting? | ||
| + | * Enable monitoring: How do we monitor...? How do you/I measure initial success? | ||
| + | - Step 6, ending the conversation | ||
| + | * In order to ensure ownership at relationship level as well, it is worth “investing” in a good conclusion to meetings. Summing up and feedback on the discussion are suitable for this: | ||
| + | * How did you/I find our cooperation during this discussion? | ||
| + | * Even if no consensus was reached, it is important to conclude the discussion by summing up in a cordial tone: We aren’t getting any further on this ... I feel the meeting ... this issue is important to me and I would like to get to grips with it again later... include xyz ... clarify the following before our next meeting... | ||
| + | * Express appreciation for constructive moments in the discussion: Even though we haven’t found a solution yet... I understand better ... I value your openness ... I think it’s good that the conflict has become clearer ... etc. | ||
| ===== Cooperation: | ===== Cooperation: | ||
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| ==== Characteristics of a high-performance Cooperation ==== | ==== Characteristics of a high-performance Cooperation ==== | ||
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