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tdp_1:md-tdp1-com:pre_class [2024/08/05 12:35] lichao [Body language] |
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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| ==== 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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