某咨詢咨詢顧問必備寶典溝通

,單擊此處編輯母版文本樣式,第二級(jí),第三級(jí),第四級(jí),第五級(jí),內(nèi)容安排,總攬,：管理溝通的概念、原理與策略,起點(diǎn)：,自我溝通與一對(duì)一溝通,難點(diǎn)：,群體溝通,重點(diǎn)：,組織內(nèi)與組織外溝通,管理溝通的概念、原理與策略,第一部分：,總攬,2,問 題,怎樣理解管理溝通？,建設(shè)性溝通的原理是什么？,管理溝通的一般策略有哪些？,怎樣理解管理溝通？,你是一位宇航員，與另外幾位宇航員駕駛一太空船飛向月球，原計(jì)劃去與已降落月球、作為基地的太空母艦會(huì)合。然而，因機(jī)械故障，你們的太空船只能迫降在距離太空母艦200英里之外的月球表面。降落時(shí)許多設(shè)備受到損壞，而為了生存你們必須充分利用未受損壞的裝備自行達(dá)到太空母艦。下面列出了15樣未受損壞的物資和裝備，請(qǐng)依據(jù)其重要性分別標(biāo)出1-15，以供你們出發(fā)時(shí)酌其重要性決定取舍（比如，你們的體力只能帶13件，就只好放棄另外兩件）。,（接下頁(yè)）,Introduction Participation,（1）一盒火柴 （2）壓縮餅干,（3）50英尺尼龍繩 （4）絲質(zhì)降落傘,（5）袖珍取暖器 （6）2支0.45口徑手槍,（7）1箱脫水寵物喝的牛奶,（8）2大瓶氧氣 （9）星際圖,（10）救生筏 （11）磁羅盤,（12）5加侖水 （13）煙火信號(hào)槍,（14）包括注射器的急救箱,（15）太陽(yáng)能無線電收發(fā)器,Introduction Participation(c),15,4,6,8,14,11,12,1,3,9,13,2,10,7,5,Discussion(1):Group Comm.,A,fter finishing self-judgement,your group(3-4 pers)uses informative or persuasive communication so as to get access to the common decision.The turn of 15 things should try to get everyones agreement.,A,ttentions:,-No matter informative,or persuasive comm.,logic is the fundamental;,-Dont change your idea only to avoid the conflict;,-Dont make decision only to abide by“the minority and the majority”rule,Discussion(2):Self-assessment,What key techniques,you think,make your career successful?,What are your communication barriers in your current job?,What are the most effective approaches to improve your communicative skills？,What do you wish to learn much more in this course?,1-Significance of Managerial Communication,Manager=Vision-maker+Motivator,Comm.Activities go through all managing life.,Communicative Capability heavily influences your career development in some extent。,3CS:Capability+Character+Comfort(,Comfort,relation,Comfort,job,Comfort,life).,Supportive communication=,Problem-solving+Comfort relation,2-Concept of Managerial Communication,Two schools of MC,Behavior Science Theory,-Audience-analysis-based communica-tive strategies:theory and thoughts.,Effective communicative techniques and skills,-Writing,Language;informative and persuasive communication skills,practical techniques,Integrating both two schools,-Philosophy and skills development,概念,管理溝通是指溝通者為了獲取溝通對(duì)象的反應(yīng)和反饋而向?qū)Ψ絺鬟f信息的全部過程。,A)基于反應(yīng)的雙向溝通;,B)需要媒介聯(lián)結(jié)溝通雙方。,GOOD IDEAS ARE NOT SCARCE SUPPLY,WHAT IS RARE IS THE ABILITY Of TRANS-,LATING A GOOD IDEA INTO ACCEPTED,PRACTICE.,2-Concept of Managerial Communication(c),NATURES OF MC,-,Media,:language or letters;,-,Content,:Information,Thoughts,Emotion,Aspects,Attitude etc.,-,Philosophy,greatly influences the understanding of motive,behavior and goal;,-,Special barriers,:information disorder,Psycological elements(preference,backgroud,experiences and values),2-Concept of Managerial Communication(c),INFORMATION SOURCES(WHO);,AUDIENCE(NEGATIVE,POSITIVE,COMMUNICATIVE GOAL(SOLVING PROBLEM);,ENVIRONMENT(INTERNAL AND EXTERNAL);,INFORMATION;,MEDIA(ORAL,WRITING,PHONE,E-MAIL,ETC.);,FEEDBACK(POSITIVE,NEGATIVE OR NEUTRAL),3-Components of Managerial Communication,ENCODE,CHANNEL:,MEDIA,DECODE,SUBJETIVE,OBJECTIVES,FEEDBACK,(+,-),RESPONSE,4-Process of Managerial Communication,建設(shè)性溝通的原理是什么？,Supportive Communication,Natures,Strategies,Nature&Strategies of,1-Supportive Communication,CONCEPT,Supportive Communication=,Problem-solving+Positive relation,NATURES,(,1)delivery of the correct information,(2)positive and comfort relation,(3)definite goal of problem-solving,2-Principles of Supportive Communication,Information Principles,-Completeness,Consideration,Clarify,Courtesy,Concreteness,Position Principles,-Problem-orientation,Self-explicitness,Respect Principles,-Description,Confirm,Dual communication,Discrepancy,Completeness（完全性）,討論,為什么在溝通中會(huì)出現(xiàn)不完全信息,?,-背景、觀點(diǎn)、態(tài)度、地位、經(jīng)歷等方面的差距,完全性識(shí)別標(biāo)準(zhǔn),溝通者傳遞信息和受眾接受信息相等,.,建議（GUIDELINE）,-提供所有的必要信息,-回答所有問的問題,-必要時(shí)補(bǔ)充額外信息,Information Principles,Clarify,Role,節(jié)約雙方時(shí)間,對(duì)對(duì)方的尊重,Guideline,消除冗長(zhǎng)的表達(dá),只包括相關(guān)材料,避免不必要重復(fù),Information Principles,Consideration,含義,從受眾能接受的角度準(zhǔn)備每一個(gè)信息，把自己放在對(duì)方的立場(chǎng)。,建議,(1)集中于“YOU”而不是“I”或“WE”,(2)突出受眾利益和興趣,(3)強(qiáng)調(diào)積極的、另人愉悅的事實(shí),例：請(qǐng)勿越線，違者罰款(2 eggs),Information Principles,Concreteness,含義,運(yùn)用具體、明確、活潑、生動(dòng)的溝通語(yǔ)言而不是含糊乏味的語(yǔ)言。,GUIDELINE,(1)用具體的事實(shí)和圖表,(2)強(qiáng)調(diào)語(yǔ)句中的動(dòng)詞,(3)選擇活潑、有想象空間的語(yǔ)句,Information Principles,Courtesy,含 義,不僅要意識(shí)聽眾的觀點(diǎn)和期望，還應(yīng)考慮聽眾的感情。,建 議,(1)真誠(chéng)、機(jī)智、周到;,(2)以尊重人的語(yǔ)氣表達(dá)；,(3)選擇非歧視性表達(dá),(4)對(duì)下級(jí)：平等、信任，要有一顆平常心,Information Principles,Problem-orientation,PROBLEM-ORIENTATION RATHER THAN PERSON-ORIENTATION(,對(duì)事不對(duì)人),DISCUSSION:,比較以下三種說法,A 我不喜歡你這身打扮；,B 你的這身打扮與公司的衣著規(guī)定不符；,C 大家希望你能打領(lǐng)帶上班。,Position Principles,Self-explicitness,含義,承認(rèn)思想源泉屬于自己而非他人或集體。承擔(dān)個(gè)人評(píng)論的責(zé)任。,討論,A 自我外顯是否普遍適用？何種情況下不合適？,B 自我內(nèi)隱可能會(huì)導(dǎo)致什么結(jié)果？,C 如何引導(dǎo)下屬?gòu)淖晕覂?nèi)隱走向自我外顯？,Position Principles,Discrepancy,不一致的三種情形,A 處事態(tài)度與意識(shí)到態(tài)度之間不一致；,B 個(gè)人感覺與表達(dá)意見的不一致；,C 表達(dá)內(nèi)容與舉止、口氣的不一致。,DISCUSSION,你工作中在什么情況下不能采取表里一致的溝通原則？,Respect Principles,Description Principle(描述性）,描述性溝通步驟：,STEP 1：描述客觀事情、行為和環(huán)境；,STEP 2：關(guān)注自己的行為和反應(yīng)而非他人的態(tài)度；,STEP 3：關(guān)注解決問題的方案。,問題討論,當(dāng)你要對(duì)下屬一年來的工作作總結(jié)時(shí)，往往不可能從描述性角度去溝通，而需要對(duì)下屬的成績(jī)和問題作精練、合理的概括，你如何評(píng)價(jià)？,Respect Principles,Description Principle,需要評(píng)價(jià)時(shí)注意的原則,應(yīng)以已建立的規(guī)則為基礎(chǔ)；,以可能的結(jié)果為基礎(chǔ)；,與同一人先前的行為作比較；,要避免引起對(duì)方的不信任和激起防衛(wèi)心理,自我評(píng)價(jià),Respect Principles,Confirm Principle,含義,使對(duì)方感到自己被認(rèn)可、被承認(rèn)、被接受和有價(jià)值；,而不是否認(rèn)他人存在、他人的重要性和獨(dú)特性。,排斥性的表現(xiàn)形態(tài),優(yōu)越感導(dǎo)向（奚落、自夸、事后諸葛亮等）,過于嚴(yán)厲（絕對(duì)肯定）；冷漠。,認(rèn)同性的表現(xiàn)形態(tài),尊重對(duì)方；靈活開放；雙向溝通,Respect