Organization and conduct of business discussions. Discussion is a democratic form of business conversation

is an integral part of any business and work in general. And in the course of them there may be discussions or, more simply, disputes in which each side defends its point of view and tries to achieve the desired outcome of the conversation.

For the most part, discussions are an extremely useful form of interaction between business partners, colleagues or boss / subordinate. No wonder they say that truth is born in a dispute. Indeed, if you lead the discussion reasonably and rationally, you can find the most correct solution to the current problem situation. However, in order for the truth to be “born” during a business dispute, you need to know some rules for conducting a discussion. If you and your interlocutor(s) abide by them and not let unnecessary emotions take over, then such a discussion can be considered constructive and fruitful.

Stages of business discussion

In all books on business communication, you can find a description of the stages that every business dispute goes through. Of course, during direct live interaction, few people begin to remember these stages and clearly distinguish between them. However, common understanding what structure the discussion should have will help to build the dialogue correctly and make it a discussion, and not just a conversation “about this and that”. If at least one of the stages is skipped, then the discussion risks turning into an uncontrolled emotional dispute that cannot lead to any constructive results.

1. Establishing contact.

Most often, this stage includes a greeting, the form of which is determined by the specific situation (restricted treatment or friendly warm, handshake, etc.). If the interlocutors did not previously know each other - and such discussions also happen - then after the greeting, an introduction to each other should follow: name, position held and other information that will be necessary and appropriate in this situation.

2. Determining the purpose of the discussion.

Both parties should clearly understand what problem caused the need for discussion and what goals should be achieved as a result. But how exactly these goals will be achieved, as a rule, the interlocutors decide in the course of a business dispute. If the situation requires it, then it is also necessary to indicate the deadlines for completing the tasks, the resources available or the specific conditions for solving the problem.

3. Identification of the opinions of the participants in the discussion.

Each participant in the discussion must form in advance his initial position regarding the existing problem and express it to the others. The exchange of initial views will lay the foundation for further controversy.

4. Directly the process of discussion.

Participants give various alternative ways of solving the discussed problem, discuss the pros and cons of each of them, convince each other of the correctness of the solution that they consider the most optimal, supporting it with sound arguments.

5. Evaluation of alternatives for solving the problem.

During direct discussion, as a rule, some of the alternatives are discarded altogether, some remain in doubt, some come to the fore and are taken as a basis. After 3-4 options for solving the problem have been chosen, they are once again discussed, compared, evaluated with different points vision.

6. Choosing the optimal solution.

The purpose of any discussion is to come to a common objective opinion, which will be the most optimal in a given situation. This is quite difficult, especially if the problem is not simple, and there are many participants in the discussion. The key to easily choosing the optimal solution is the ability of the participants in the dispute to evaluate each option from an objective side and the ability to listen and hear other speakers.

Business Discussion Rules

A few rules that will help make the discussion effective and lead the discussion to a single decision:

1. Before the start of direct debates, the initial data of the problem and certain rules of conduct for all participants during the discussion should be indicated. The organizer of the meeting brings to the attention of the participants the essence of the problem and explains some points of the discussion process. For example, how participants should address each other; how questions should be asked and answered, etc. Such instruction is necessary in order to avoid incorrect treatment, interruption, the manifestation of violent emotions and other phenomena that can turn the discussion into a farce.

2. All alternatives for solving the problem, which are proposed by the parties to the dispute, must be recorded for the convenience of their further consideration. Ideally, opinions and solutions should be written on a board that is equally visible to all present.

3. If you cannot find a rational answer to any question for a long time, or at least identify its alternatives, you should not get hung up on it. Move on to the next question, leaving the previous one open. Return to all unresolved issues at the end of the discussion and try to consider them from a different angle.

4. All people invited to the discussion should have the right to speak and actively use this right. There should be no silent, indifferent or agreeing people at such an event, since such participants are absolutely useless for solving the problem and in this case they have nothing to do in the discussion.

5. It is necessary to follow the elementary rules of etiquette. Each participant should start speaking only when the previous one finishes his speech. Participants in the discussion should not allow themselves to interrupt, get personal, and even more so, insult each other. Such moments are often found in everyday disputes, but when it comes to a business discussion, the behavior of the interlocutors should be restrained.

6. Every judgment made in opposition to another opinion expressed must be supported by objective arguments. Phrases like "You're wrong just because I think so", "It can't be, period" should not be used.

7. A common and very dangerous enemy of discussions is stereotypes and generalizations. On the basis of a single fact, one cannot draw conclusions in the same way as one cannot allow any stereotypical judgments about any phenomenon or professional group.

8. Whenever possible, support arguments with statistics and data. scientific research. Firstly, it will help to create an objective picture of the problem under discussion, and secondly, such arguments always convince the interlocutors better than any personal conclusions.

9. During the discussion, it is necessary to adequately respond to criticism of your opinion by other participants. If you are told “you are wrong” and reasonably argued for this, you should think about it and reconsider your opinion, taking into account the comments you have heard. If you are asked a question, the answer to which seems obvious to you, do not smirk and do not mock the person who asked, but answer the question politely and as intelligibly as possible. Perhaps the person is not such a specialist in this field as you are, and the question asked by him is really incomprehensible and complicated for him.

10. All participants in the discussion should operate only with verified data and facts, and not distort them in their favor. Passing off other people's successful thoughts and achievements as your own, thus trying to increase your authority in the eyes of other participants, is also not a good idea.

11. A share of healthy humor during the discussion is allowed, but only a share. Infrequent light humor, where it is appropriate, will help to defuse the tense situation a little, but do not overdo it with “jokes” - after all, this is a business conversation, not a KVN game.

Conducting effective business discussions is an art, but almost anyone can master it. Prepare carefully for the upcoming discussion, form your own opinion, make a list of questions that you want to ask others and that you may be asked, and tune in to openly receive other people's ideas and thoughts. And then the problem, because of which the discussion began, will certainly be resolved peacefully.

business discussion

A business discussion is an exchange of views on an issue in accordance with more or less certain rules of procedure and with the participation of all or some of its participants. Many business meetings and meetings are also held in the form of discussions. In a mass discussion, all participants, with the exception of the chairman, are in an equal position. Specially prepared speakers are not appointed, at the same time, everyone is present not only as listeners. Special question discussed in certain order, usually in accordance with strict regulations and presided over by an official.

A group discussion is different in that a specially trained group discusses the issue, discusses in front of an audience. The purpose of this discussion is to present possible solutions problems, discussions of opposing points of view on controversial issues, presentation new information. As a rule, this kind of discussion of the dispute does not resolve or incline the audience to any uniformity of action. It is very important that the participants in the discussion be well prepared, have statistical data and the necessary materials with them. Great importance also has their manner of speaking, the culture of speech communication, as well as the style of its demonstration: at ease, in a lively manner, precisely formulating questions and succinctly commenting on answers or brief remarks. It is advisable that participants call each other by their first and middle names. The audience watching the discussion should be constantly in the center of attention of the speakers, it is necessary to maintain not only non-verbal, but also verbal contact with it. The leader of the discussion regulates its course, all procedures, introduces the topic and speakers, monitors the time limit, directs the exchange of opinions, and delivers the final word.

A business dispute as a type of communication is widely used when discussing disagreements, in a situation where there is no consensus on the issue under discussion. A feature of the dispute is not the proof of the truth of one's own thesis, but a verbal competition in which everyone defends his point of view on a particular controversial issue. In practice, often disputes are conducted in disordered, unorganized forms, as well as in non-compliance with generally accepted rules and principles.

Public speaking

Public speech is one of the forms of business interaction and art, about which it is said: "There are few good speakers, but how many people in the world can listen to them" (J. La Bruyère).

Public speech as a component business communication should have the qualities of a good interview and at the same time be not only convincing, but also eloquent, demonstrative, logical, thoughtful, beautiful.

Requirements for public speaking:

The speech should be exciting and useful from beginning to end. A French proverb says: "A good speaker must have a head, not just a throat!"

It must be composed correctly in terms of composition and contain an introduction, main part and conclusion.

Public speech requires thorough preparation even from experienced speakers, and for novice business people this is a mandatory requirement. The preparation of a speech is a creative work that brings joy and improvisational passion to its author.

For an effective speech with a speech, it is not enough for a business person only to choose its topic, it is also necessary to think about the purpose of the speech. Choose a topic that suits your audience. The topic should be interesting, important and understandable for the listener. It depends mainly on the following factors:

The main interests of the audience;

group interests;

Topical interests;

specific interests;

The novelty of the topic;

Embedded in the subject of polar opinion.

When choosing a topic for a speech, you must:

1) Check if the topic will arouse sufficient interest in the listener. It is necessary to choose a topic that excites listeners, touching their interests, provoking the need to support the speaker. This, in turn, depends on whether the speaker is able to make the listener feel that the question is about urgent, useful and desirable action.

2) Find out if the listeners are capable of action. To answer this question, it is necessary to correlate not only the interests of the audience, but also its characteristics.

3) Use logically flawless argumentation, taking into account emotional culture listeners and their beliefs.

Choose an appropriate topic. The choice of topic depends on the place, time and mood of the public, on the relevance of a particular moment. The official occasion should sometimes be used as a starting point for the development of your chosen topic, which, in turn, can become more interesting and important.
3. EFFECTIVE METHODS OF BUSINESS COMMUNICATION AT THE ENTERPRISE.
The techniques that will be discussed below are distinguished by their versatility: their application will be successful in any type of activity. The behavioral technique of a manager is the ability to use the methods and techniques of business communication that provide the greatest efficiency of labor activity.

Such methods and techniques include the ability to:

Create a favorable psychological climate for business conversation;

Make a good impression on interlocutors;

Use techniques to discharge negative emotions and complacency;

Protect yourself from incorrect interlocutors and partners;

Ask questions and answer them;

Argument your statements and prove them;

Refute the arguments of the opponent and skillfully listen to him.

A lot is known effective techniques, which allow at the very beginning of a business conversation to quickly win over a partner and, if necessary, painlessly for his pride to persuade him to the desired point of view. The key to successful business communication is the mutual goodwill of the participants in business communication.

Some psychological tricks should be used to win over a partner in a conversation or negotiation.

At the beginning of the conversation, you need to let the interlocutor feel that you are sincerely interested in him, that you are aware of the authority and significance of the organization he represents.

During business conversation you need to pay special attention to your partner. You should often talk about what interests your partner and ask questions that he will be pleased to answer. We must try to get your partner to talk about the achievements of his company.

In business communication, it is very important to address a person by name as casually as possible, making it clear that his name means a lot to you. When a partner is wrong, you can make it clear to him with a gesture, look or intonation. But if you directly say that he is wrong, then you will deal a direct blow to his pride and self-esteem. This makes him want to defend himself, to prove the opposite, but by no means change his point of view. At the same time, instead of the phrase: “I will prove to you that you are wrong,” you can say: “Just think, I think differently, but maybe I'm wrong. Let's check the facts together." By allowing the possibility of error on your part, you will avoid a predicament.

A general recommendation for conducting a business conversation or negotiation is that participants should not be in the mood to argue. You can win in an argument, but with this victory you will never achieve the location of your partner. If the partner claims something obviously erroneous, one must deny oneself the pleasure of immediately convicting him, and begin one's answer with the remark that under certain conditions and under certain circumstances, his opinion would be correct, but in this particular case the situation is different. The manner of expressing one's opinion as modestly as possible is always less objectionable. If it turns out that you were mistaken, this will give you less grief. If it turns out that you are right, then it will be easier for you to convince your partner to join your point of view. When you are still in danger of a clash of views, it is wiser to get ahead of your opponent by taking the initiative. It is much more profitable to subject yourself to self-criticism than to listen to accusations from someone else's lips.

It is known that all people want to establish themselves in the consciousness of their importance, and therefore, when you say that your partner is right and you are wrong, it will flatter your opponent's vanity, and he himself will begin to mitigate your guilt. You should not say offensive words to your partner. The psychology of the dispute obeys the law of the “emotional mirror”: the nervousness of one gives rise to the nervousness of the other, anger breeds anger. For your word to work, it is necessary to express it delicately, without offending.

Before criticizing others, you should point out your own mistakes. It is much easier to listen to a list of your mistakes if the critic begins by admitting that he himself is not perfect. Usually both parties are to blame for troubles and conflicts. Therefore, it is necessary to learn in order to maintain normal business relations share responsibility and always take some share of the blame for what happened.

Conducted psychological research made it possible to identify factors that provide any person with good psychological well-being. The results of these studies can be formulated as follows: in order for negotiations with a partner to give a positive result, you must follow simple rules:

Smile;

Look the interlocutor in the eyes;

Focus all your attention on it;

Establish positive contact with him through facial expressions and gestures;

Speak at the same speed as your interlocutor;

Speak positively about the personality of the interlocutor, his actions and
positions;

Show that you respect your colleagues and your enterprise;

Be calm and relaxed;

Look neat and rested.

In order to make a good impression in the process of business communication, it is necessary to remember the observance of the rules of conduct generally accepted in such a business. First of all, you should behave naturally, and not tensely and constrainedly. At the same time, increased looseness, and even more so familiarity, is not good either. One must constantly show interest in other people, but one should not cross certain boundaries and turn into a flatterer. Restraint and tact are necessary when communicating with the leader and subordinates. Relationships are best built on those interests and affections that are common, i.e. unite. All people love to be praised. In all situations, you need to find something to praise the interlocutor for - for knowledge, skills, appearance, good and on time work done, etc. It is necessary to notice everything that is pleasant in the behavior of people, and express sincere approval. Most people like to be listened to because they are more concerned with their own interests, thoughts, and needs. You should strive to be a good listener. Every person, no matter how passionate about his work, has his own “personal life”. If you conduct a conversation with the interlocutor in line with his personal interests, then this, as a rule, will cause a positive reaction in him, and you, conducting such a conversation, will be considered by your interlocutor as a sensitive and attentive person.

A successful manager must be able to discharge negative emotions and master the technique of self-soothing. It should be remembered that negative emotions, especially such as anger, aggression and irritation, take a lot of psychological strength, and therefore it is desirable to fall into such a state as rarely as possible, which seriously impedes production activities and does not make it possible to create a positive business image. It is always necessary to separate the person and the problem. This makes it possible to switch from an emotional level to a rational one, it is easier and easier to resolve contradictions. To create a favorable psychological climate in business communication, we can recommend:

Address the interlocutor by name, patronymic, meet him with a friendly smile, a strong handshake, look the interlocutor in the eye throughout the meeting;

Focus only on positive qualities
partner, show your sincere interest in developing relationships;

Pay attention to the emotional state of the interlocutor, take it into account when expressing your feelings;

Show by your behavior that you listen carefully, empathize;

Pay close attention not only to the content of your partner’s speech, but
and behind her speed and loudness, try to speak at the same pace and at the same speed;

Make it clear to the interlocutor that you treat people with positive
type of thinking: speak positively about your colleagues, about the personality of the interlocutor, etc.;

Try to behave calmly and naturally, this will help your interlocutor to focus, gain confidence and a businesslike attitude.

A manager of any level must learn to win over people, and for this he must make a good impression on them. This impression is produced by a manager who sincerely and tactfully shows interest in his subordinates, in their professional growth, the state of affairs in the family, etc. Be sure the manager should express approval to subordinates about the quality of the work done, the provision of mutual assistance, the manifestation of high moral qualities.

The way to win over subordinates is the ability to make compliments, while it is very important to observe a sense of proportion so that your words do not turn into flattery. By studying his subordinates, the manager can think of several compliments on duty that can be used by him in different situations, in relation to different people. Noting positive quality of a person, only a slight exaggeration should be given in a compliment.

It is much easier for a manager to solve complex issues if he has established trusting and reliable relationships with his subordinates and colleagues. People tend to sympathize, communicate, not argue with those people who have the same worldview as themselves. The interlocutor may be offended by your loud tone of speech; misunderstanding of the essence of the issue may be the result of a high speed of speech; self-doubt may be due to the use of incomprehensible professional terms by you. Therefore, pay attention to the peculiarities of the speech of your interlocutor and try to adapt to them. In the process of listening, we can be mentally distracted by many problems, we can be in a difficult emotional state, etc. Therefore, the ability to internally tune in to active and passive listening is extremely important. Passive listening (i.e. not interfering in a conversation) can also be used as psychological reception in a conflict situation or with an increased emotional tone of communication on the part of one of the participants. You should not interrupt your partner, you should give him the opportunity to speak. Use the speech of the interlocutor in order to get to know him better, and maybe the state of affairs at his enterprise. Active listening is built on the following rules:

Don't get distracted by other problems, don't think about yours.
questions and possible arguments;

During the speech of the interlocutor, a critical analysis should be carried out
heard and draw conclusions.

While listening, maintain constant eye contact with the interlocutor, smile, nod your head, let's understand that you are aware of the facts being stated.

In all conversations that aim to inform the listeners, arouse in them some feeling or induce them to do something, it is important how the language is used. In this case, the following rule applies: the manager must choose the wording in accordance with the subject of the speech, the interlocutors and the goal pursued when delivering the speech. When choosing the wording of a speech, the manager must take into account the peculiarities of oral speech, i.e. he must express his thoughts specifically, clearly and convincingly.

The persuasiveness of the speech is explained not only by the knowledge of the speaker on the subject, but also by the fact that he “caught” the situation well, he managed to convey his thoughts to the audience the best way, in an unambiguous and intelligible manner. The manager needs to strive to diversify his speech, maintain interest among listeners. You need to watch the clarity of your statements; do not use too many or too few special designations and abbreviations; intentionally repeat terms first introduced into speech.
CONCLUSION
Business communication is a necessary part human life, the most important type of relationship with other people. From the above, we can conclude that the culture of business communication implies communication that ensures the success of some common business, creating conditions for people to cooperate in order to achieve goals that are significant to them. Business communication contributes to the establishment and development of relations of cooperation and partnership between colleagues, managers and subordinates, partners, rivals and competitors. It involves such ways of achieving common goals that not only do not exclude, but, on the contrary, also imply the achievement of personally significant goals, the satisfaction of personal interests. Mastering business communication skills is a prerequisite for successful management affairs.

A manager is a professional communicator, i.e. a person for whom speech activity is the most important component of professional activity. Communication in the activities of a manager takes more than 60% of the working time. Therefore, a sufficient degree of communicative competence is a necessary condition for the successful activity of a manager of any direction. Moreover, we are talking about a special type of communication, about controlled communication.

Guided by the principles, methods and techniques described in this essay, the manager will be able to establish the effectiveness of business communication between the employees of the company and its external partners, competitors. The entire field of activity of an enterprise manager is inextricably linked with the organization of business communications: whether it is a business meeting or telephone conversations - skillful operation of business communication skills is the key to entrepreneurial success.

BIBLIOGRAPHY:
1. Lavrinenko V.N. Psychology and ethics of business communication. - M .: Unity, 2009.

2. Volkova E.G. Ethics of business communication. – M.: MGUP, 2008.

3. Snell F. The art of business communication. - M.: Progress, 2009.

4. Shelamova G.M. Business culture and psychology of communication. -M.: Academy of ITs, 2009.

spruce communications- this is an understanding of the basics of the communication process, the ability to exert optimal influence or even pressure on the representatives of the other side and, in turn, not to succumb to their pressure, to recognize other people's manipulations in the negotiations.

Professional duties force the manager to look for a way out of many social situations. His role relationships with clients are complex and varied, as are his tasks. That is why high demands are placed on the communicative competence of the manager and his professionalism in the field of business interaction.

"Tough Negotiations"

"Organization and holding of meetings, round tables and discussions"

"Effective business communications"

We also offer you a unique product, "Cycle of open trainings Effective business communications" under the guidance of Elena Lopukhina, consisting of 5 trainings - the basics of business communication. This program is a unique system product that allows you to learn how to quickly and effectively solve complex interaction problems in a modern business environment. Interaction with partners, colleagues, managers, subordinates, representatives of state bodies - this is what you can learn to always achieve your goal. Having completed this program completely, you will emerge victorious from the most difficult communication situations during negotiations, presentations, disputes, business discussions, work conflicts.

"Technologies of productive impact in business communication"

"Effective technologies of business negotiations"

"Manipulative influence in business communication and technologies to counter manipulation"

"Key components of an effective presentation"

"Management of conflicts in the organization"

continuation

BUSINESS COMMUNICATIONS

other courses

Business communications: what is it

1.1. Communication, its types

1.2. Communication personal and mass

1.3. Do we speak the way we write?

1.4. Monologue and dialogue

1.5. Face-to-face and long-distance communication

1.6. Words in communication and communication without words

1.7. Symbols and transmitted meanings

1.8. Communication and communication

1.9. What is business communication?

1.10. Communication in the activity of a leader public organization

1.11. Postulates of business communication (rules of "good form")

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Page creation date: 2016-04-27

Discussion is the process of promoting and resolving problems by comparing, colliding, assimilating, mutually enriching the subject positions of the participants (opinions of the participants on the essence of the problem being solved). There are stages of business discussion:

• 1) making contact;
• 2) statement of the problem (what is being discussed, why, to what extent it is necessary to solve the problem, what is the purpose of the discussion);
• 3) clarification of the subject of communication and subject positions (opinions) of the participants;
• 4) promotion of alternative options;
• 5) confrontation of participants;
• 6) discussion and evaluation of alternatives, search for elements of similarity;
• 7) establishment of agreement through the choice of the most acceptable or optimal solution.

An ineffective discussion often ends at the stage of putting forward alternative positions and confrontation of the participants, without reaching the level of joint problem solving. Possible various ways making contact: “attachment from above” - “from below” - “on an equal footing” (through posture, gaze, rate of speech, initiative). For example, a straightened posture with the chin parallel to the ground, with a hard, unblinking gaze or no eye contact, slow speech with pauses represent "dominance from above", and, on the contrary, a lowered posture, constant eye movements up and down, fast pace speeches are characteristic of the position of "submission from below". Relaxation, muscular release, synchronization of the tempo of speech, the equality of its volume demonstrate communication "on an equal footing".

For a business discussion, the subject of communication and the attitude of the participants to it are very important. The ability to understand the objective positions of partners (i.e., the idea of ​​the situation, the problem) and one's own objective position is a necessary condition for the success of business communication. The leader plays an important role in the discussion. He must:

1 - formulate the purpose and topic of the discussion (what is being discussed, why the discussion is needed, to what extent the problem should be solved).

The purpose of the discussion can be: 1) collection and ordering of information on the problem under discussion; 2) search for alternative approaches to solving the problem, their justification; 3) choice of the optimal alternative.

• 2 -- set the discussion time (20--30--40 minutes or more);
• 3 - to interest the participants in the discussion (state the problem in the form of some contradiction);
• 4 -- achieve an unambiguous understanding of the problem by all participants, checking this with control questions or asking participants to ask questions;
• 5 - organize an exchange of views (wishing or in a circle);
• 6 - activate the passive (turn to the silent with a question, asking for help);
• 7 - to collect a maximum of proposals for solving the problem under discussion (express your proposals after the opinions of all participants have been heard);
• 8 - avoid deviations from the topic (tactfully stop, remind about the goals of the discussion);
• 9 - to clarify ambiguous provisions, to suppress value judgments about the personality of the participants;
• 10 - help the group come to an agreed opinion;
• 11 - at the end - a clear summing up, formulation of conclusions, a range of decisions, a comparison of the goals of the discussion with the results obtained; it is necessary to emphasize the contribution of each to the overall result, praise, thank the participants.

Common challenges that may arise in public speaking include:

• 1 - illogicality (inconsistency in the presentation of the essence, fuzzy argumentation of the material presented, lack of clarity and clarity in achieving the goals);
• 2 - the problem of self-expression (insufficient emotionality, tightness, monotony of speech, discrepancy between the internal state and external signs);
• 3 - egocentrism (pluralism of opinions is not taken into account; inability to understand a different, someone else's opinion);
• 4 - incompetence (lack of information, incompetence in specific issues);
• 5 - the problem of contact (difficulties in contact with the audience, it is not possible to arrange listeners with persuasion, etc.);
• 6 - the problem of self-control (it is difficult to overcome excitement, inability to behave, etc.);
• 7 - the problem of getting out of contact (confusion and incompleteness of the speech, bad ending and unsuccessful exit from the conversation).

The recommendation to a person who publicly defends his opinion is to conduct a discussion in person if you think in advance possible questions opponents and try to anticipate difficult situations that may arise and confuse you. Difficult situations arise when the speaker is addressed to:

• 1) naive questions and criticism of authoritative people who are not experts in the problem under discussion (the difficulty is that, refuting such criticism with the help of truisms, you put venerable opponents in an uncomfortable position, who react painfully to this);
• 2) ironic questions with a "trick" of the young cheerful people those who want to amuse the audience (the answer is possible either in the spirit of mild humor, or in a serious tone, emphasizing the inadmissibility of underestimating the importance of the issue under discussion);
• 3) complex questions affecting a related area little known to the speaker and asked in order to “probe” the erudition and resourcefulness of the speaker (it is better to answer: “You can’t grasp the immensity” or “The solution to this problem was not provided for in our study”);
• 4) questions to which the speaker has already answered, as well as absurd questions and criticism of those who listened inattentively and misunderstood the essence of the matter under discussion (here it is important not to fall into shock from the opponent’s remarks, not to declare fiercely: “I already explained this!”, but calmly and briefly repeat the answer, using the phrase: “As already noted ...”);
• 5) questions-remarks about the inconsistency of the speaker's conclusions with the opinion of some authority, whose name sometimes does not tell anyone anything (the answer may help: "As new facts accumulate, many previously seemingly indisputable truths, proclaimed even by authorities, are being revised");
• 6) questions that belittle the significance of the problem or the results obtained (since in such a situation the speaker's pride is hurt, it is important not to respond with an emotional outburst, but, assessing the degree of provocativeness of the question, answer with a pre-thought-out phrase).

Rules to help you convince the interlocutor

First rule (Homer's rule)

The order in which arguments are presented affects their persuasiveness. The following order of arguments is most convincing: strong - medium - one strongest (do not use weak arguments at all, they do harm, not good). The strength (weakness) of arguments should be determined not from the point of view of the speaker, but from the point of view of the decision maker.

Arguments vary in the degree to which they affect people's minds and feelings: 1) strong, 2) weak, and 3) untenable. Counter arguments (counterarguments) have the same gradation.

1. Strong arguments

They do not cause criticism, they cannot be refuted, destroyed, not taken into account. This is first of all:

• - precisely established and interconnected facts and judgments arising from them;
• -- laws, statutes, governing documents, if they are implemented and correspond to real life;
• -- experimentally verified conclusions;
• -- expert opinions;
• -- quotes from public statements, books of recognized authorities in this field;
• - testimonies of witnesses and eyewitnesses of events;
• -- statistical information, if its collection, processing and generalization are done by professional statisticians.
• 2. Weak arguments

They cause doubts of opponents, clients, employees. These arguments include:

• - inferences based on two or more separate facts, the connection between which is unclear without a third;
• - tricks and judgments built on alogisms (alogism is a technique for destroying the logic of thinking, most often used in humor. For example: "Water? I drank it once. It does not quench my thirst");
• - references (quotations) to authorities unknown or little known to listeners;
• -- analogies and indicative examples;
• - arguments of a personal nature, arising from circumstances or dictated by motivation, desire;
• -- biased digressions, aphorisms, sayings;
• - arguments, versions or generalizations made on the basis of conjectures, assumptions, sensations;
• -- inferences from incomplete statistical data. 3. Failed Arguments

They allow you to expose, discredit the opponent who used them. They are:

• -- Judgments based on rigged facts;
• -- references to dubious, unverified sources;
• - expired decisions;
• - conjectures, conjectures, assumptions, fabrications;
• - arguments calculated on prejudices, ignorance;
• -- conclusions drawn from fictitious documents;
• - advance promises and promises;
• - false statements and testimonies;
• - forgery and falsification of what is said. So, here are some tips to help make your speech more persuasive:
  • 1. During the argument, use only those arguments that you and your opponent understand the same way.
  • 2. If the argument is not accepted, find the reason for this and do not insist on it further in the conversation.
  • 3. Do not underestimate the importance of the strong arguments of the opponent, it is better, on the contrary, to emphasize their importance and your correct understanding.
  • 4. Bring your arguments that are not related to what the opponent or partner said after you have answered his arguments.
  • 5. Accurately measure the pace of argumentation with the characteristics of the partner's temperament.
  • 6. Excessive persuasiveness always causes a rebuff, since the superiority of a partner in a dispute is always insulting.
  • 7. Give one or two striking arguments and, if the desired effect is achieved, limit yourself to this.

Laws of argumentation and persuasion

1. The law of embedding (embedding)

Arguments should be built into the logic of the partner's reasoning, and not hammered in (breaking it), not stated in parallel.

2. Law of common language of thought

If you want to be heard, speak in the language of your opponent's main informational and representational systems.

3. The Law of Minimization of Arguments

Be aware of limitations human perception(five to seven arguments), so limit the number of arguments. It is better if there are no more than three or four of them.

• 4. The law of objectivity and evidence. Use as arguments only those accepted by your opponent. Do not confuse facts and opinions.
• 5. Law of dialectic (unity of opposites)

Talk not only about the pros of your evidence or assumptions, but also about the cons. By doing this, you give your arguments more weight, since the two-sided review (pluses and minuses) deprives them of lightness and disarms the opponent.

• 6. The Law of Demonstration of Equality and Respect Present arguments demonstrating respect for your opponent and his position. Remember that a "friend" is easier to convince than an "enemy".
• 7. Law of Authority

8. Law of Reframing

Do not reject the partner's arguments, but, recognizing their legitimacy, overestimate their strength and significance. Strengthen the significance of the losses in case of accepting his position or reduce the significance of the benefits expected by the partner.

9. The law of gradualness

Do not try to quickly convince your opponent, it is better to go in gradual but consistent steps.

10. Law feedback

Give feedback in the form of an assessment of the opponent's state, a description of your emotional state. Take personal responsibility for misunderstandings and misunderstandings.

11. The Law of Ethics

In the process of argumentation, do not allow unethical behavior (aggression, deceit, arrogance, manipulation, etc.), do not touch the "sore spots" of the opponent.

Here are nine diagnoses and recipes for behavior at a meeting and meeting, at negotiations and conversations with partners.

Diagnosis 1. The opponent inflates the problem, takes it beyond the boundaries of the discussion (conversation, dispute), “smearing” the problem, and killing the new in the bud.

Recipe. Remind about the scope of the discussion, about its purpose. Ask him to clarify his antithesis again and bring the conversation back on track.

Diagnosis 2. It covers the little things (minor facts) without affecting the main thesis. Recipe. Ask if he has forgotten the purpose of the conversation, his own purpose. Bring it back to the controversial issue.

Diagnosis 3. The opponent tries to seize the initiative in choosing a topic of conversation: a) replaces fundamental questions with trifles, b) puts forward theses that are not on the essence of the problem, c) offers a counter-problem, ignores your arguments.

Recipe. Anticipate the opponent's objections in advance, study their motives, positions in order to: a) indicate to the interlocutor that he is leaving controversial issue, b) ask him what thought he was proving, c) ask him to express his attitude to your argument.

Diagnosis 4. The enemy allows hints that compromise you. Thus, he calls into question your thought or proposal. Its goals are: a) to transfer criticism to you, to your personality, b) to attribute obviously ridiculous statements to you.

Recipe. Do not exclude compliments to the opponent, win with goodwill, demonstrate your objectivity. To do this: a) say that a smart thought can glow even in a dark room, b) do not try to justify yourself, c) do not show sharp emotions, d) do not succumb to provocation.

Diagnosis 5. He deliberately leads you to false conclusions, manipulates the facts in order to subsequently convict you of illiteracy and amateurism.

Recipe. Stop the exchange of opinions, praise the interlocutor for the depth of analysis and ask him to draw a generalizing conclusion.

Diagnosis 6. The opponent hides a sharply negative attitude towards your position or towards you under the guise of benevolence.

Recipe. Witty tear off his mask, recall the fact of such "goodwill" before and its result, reveal his plan to all present.

Diagnosis 7. He convicts you of incompetence, plays on your mistakes and shortcomings, ignores the facts "for" and "against", tendentiously interprets your words.

Recipe. Don't be overly sensitive. Ask about what exactly in question, for what. Ask him to express his thoughts on how to get out of the difficulty.

Diagnosis 8. The enemy is constantly changing position, spinning around the bush, trying to find something third.

Recipe. Do not insist on recognition, agreement and support for your proposal. He is someone's puppet. Cut off a conversation that won't lead to anything anyway.

Diagnosis 9. You are rudely pulled back during a conversation (your speech, your reasoning).

Recipe. Don't give in to your feelings. This is an attempt by the opponent to throw you off balance. If possible, be satirical, ironic, sarcastic towards him, try to parody his behavior (play a parody).

Second rule (Socratic rule)

To get a positive decision on an issue that is important to you, put it in third place, prefixing it with two short, simple questions for the interlocutor, to which he will probably answer you “yes” without difficulty. This rule has existed for 2400 years and has been tested in practice (it turns out that when a person says the word “yes”, endorphins (“pleasure hormones”) enter his blood, and having received two portions of “pleasure hormones”, the interlocutor is set up favorably and it is psychologically easier for him to say “ yes" than "no").

Third rule (Pascal's rule)

Do not drive the interlocutor into a corner. Give him the opportunity to "save face", to preserve dignity. "Nothing is more disarming than the terms of an honorable surrender." (Show that what you offer satisfies some of the needs of the interlocutor.)

Fourth Rule

The persuasiveness of arguments largely depends on the image and status of the persuasive. A high official or social position, competence, authority, support of the team raise the status of a person and the degree of persuasiveness of his arguments.

Fifth Rule

Do not drive yourself into a corner, do not lower your status by showing signs of insecurity, excessive apologies (phrases: "Sorry if I interfered", "Please, if you have time to listen to me ..." lower the status).

sixth rule

Do not belittle the status of the interlocutor, because any manifestation of disrespect, disregard for the interlocutor causes a negative reaction.

Seventh Rule

We treat the arguments of a pleasant interlocutor favorably, while we treat the arguments of an unpleasant one with prejudice. A good impression is created by many factors: respectful attitude, the ability to listen, competent speech, pleasant manners, appearance, etc.

Eighth rule

Wanting to convince, start not with the moments that separate you, but with what you agree with your opponent.

Ninth Rule

Show empathy, try to understand the emotional state of another person, imagine the course of his thoughts, put yourself in his place, empathize with him.

tenth rule

Be a good listener to understand the train of thought of the interlocutor.

Eleventh rule

Check if you understand the interlocutor correctly.

Rule 12

Avoid words, actions that can lead to conflict.

Thirteenth Rule

Watch facial expressions, gestures, postures - yours and the interlocutor.

To increase the effectiveness of interaction and understanding of interlocutors, it is important to be able to notice and take into account body signals in a timely manner for typical situations and negotiations:

1. Involvement, interest.

The basic rule is: the more the body “opens up” and the more the partner’s head and torso lean towards you, the more he is involved, and vice versa.

Increasing attention to the partner and mental activity in this direction: forward movement of the head and upper body, i.e. tilting towards the partner, a fully straightened head, a direct look with the face completely turned to the partner, an increasing pace of movements, so to speak, "active" sitting on the edge of a chair, sudden interruption of any rhythmic play of the arms, legs, or feet, open gesticulation of the arms and hands (grin), rapid speech, and gesticulation of the arms and hands.

More or less uncritical attitude, full agreement, trust, recognition of the other: relaxed head position, often tilted back, head tilt to the side (crossing the legs), wide, comfortable posture, calm, firm, open and direct look into the partner's eyes, an open, free smile, eyes closed for a few moments, with a slightly marked nod of the head.

The onset of readiness for active action, the will for mental work: a sharp tossing of the head, a previously relatively relaxed body acquires distinct signs of tension, for example, the upper body moves from a position conveniently reclined on the back of a chair to a free, direct landing.

2. Distraction due to waning interest.

The basic rule is: the more the partner “covers” or “hides” parts of his body, the more he leans back or turns away, the greater the distraction, if not the refusal or protection!

Aimless, passive state: backward movement, deviation of the upper body, as well as the head, "closed" posture of the arms and hands, slow pace of movements, change of active participation in the conversation by some rhythmic play of the arms, legs, feet, the same - in a defiantly lazy posture, for example, a partner drumming his fingers on the table, tilting the head and (or) upper body to the side, unclear, vague underlining of words or accentuation; slowing speed of speech and gestures.

3. Internal anxiety, uncertainty, doubt, distrust.

Internal restlessness, onset of nervousness, nervous tension: continued rhythmic movements of the fingers, legs, feet or hands, often with a very small amplitude (then anxiety and tension are still of a negative kind), rhythmically disturbed movements of a repetitive nature (fidgeting back and forth on the seat, uneven tapping finger, rotating a cigarette pack, etc., squinting).

4. Reflection, reflection, detailed reflection.

Looking into the distance with a certain relaxation, hands laid behind the back, slowly rubbing the forehead with an erasing movement, parted fingers touch the mouth, while looking into an indefinite space, eyes closed for a few moments, the tongue is drawn along the edge of the lips, inactive, but relatively rich facial expressions with inactive installation.

5. Increasing distraction, revulsion, protection of the active or passive kind.

General: turning the face away from the partner, tilting the body back, while stretching the arms with the palms forward.

Surprise, reluctance, excitement, anger, rage: more or less intense tension, hard blows of the palm or knuckles on the table, vertical wrinkles on the forehead, baring of teeth, "grimace of protest, stunned", clenching of the jaws, inappropriate strong and monotonous movements, redness , increase the voice volume.

Decisiveness, readiness to fight, aggressiveness: strong tension (standing - lifting up, sitting - in a tense readiness to jump), hands are thrust sharply and tensely into pockets, followed by tension in the shoulder girdle, hands are clenched into fists, vertical wrinkles on the forehead , a look from under your brows, a firm look at your partner, a pointedly closed or clenched mouth.

People who walk fast, swinging their arms, have a clear goal and are ready to immediately realize it, and those who usually keep their hands in their pockets, even in warm weather, are more likely to be critical and self-critical. Depressed people also often walk with their hands in their pockets, dragging their feet, and rarely looking up or in the direction they are walking.

People who are busy solving any problems often walk in a meditative posture: the head is lowered, the hands are clasped behind the back.

Self-satisfied, prone to pomposity people can be recognized by their gait: the chin is lifted up, the hands move with emphasis on intensity, the legs are like wooden ones. The gait seems to be designed to impress.

Workshop

Test “Leading representative system

Each person has his own leading representative system, with the help of which he receives the greatest amount of information, orients himself in the world around him, and shows his attitude to what is happening in thoughts, words, feelings, and actions. Communication is successful if the interlocutors can harmonize their representative systems, communicate in the "same language". This test allows you to more clearly determine which representative system is leading for you.

Instruction. For each of the statements, put a certain rank, for example, a number - rank I before the sentence that you think best describes you (best suits you), then rank II - before the sentence that suits you best after the first , and so on up to four.

Question Answer/Rank

1. I will most likely say:

I - important decisions are a matter of my feelings,

II -- important decisions depend on my mood,

III -- important decisions depend on my point of view,

IV - important decisions are a matter of logic and mind.

2. He is more likely to influence me:

II - who looks good,

III - who speaks reasonable thoughts,

IV -- who makes me feel good.

• 3. If I want to know how you are:
• 1st I will look at your appearance, II I will check how you feel,
• 1. 111

IV -- I will pay attention to what you are saying. 4. Easy for me:

I - modulate the fullness of sounds in a stereo system,

II - to draw conclusions about significant problems in the issue of interest to me,

III -- choose super comfortable furniture,

IV - find rich color combinations.

5. I -- It is very easy for me to understand the meaning of new facts and data.

II -- My ears are always attuned to the sounds in reality.

III -- I feel good about clothes fitting my body.

IV - When I look at a room, I describe it in bright colors.

6. If people want to know how I'm doing:

I - they should know about my feelings,

II - they should see how I'm dressed,

III - they should listen to what I say,

IV - they should listen to the intonations of my voice.

7. I prefer:

I -- hear the facts you know

II -- see the pictures you have painted,

III - learn about your feelings,

8. I -- When I see something, I believe it.

II - When I hear facts, I believe them.

III - I believe when I feel something.

IV -- Depending on what I hear, I believe it or not.

9. I - Usually I feel the mood of my family members well.

II -- I can draw faces, clothes, small visible details about my family.

III - I know exactly what my family members think about the most important issues.

10. 1-I am learning to understand some things. II -- I'm learning to do some things.

III - I am learning to listen to new things.

IV -- I am learning to see new possibilities.

11. When I think about making an important decision, I tend to:

I -- come to the conclusion that important decisions are made with the help of feelings,

II - depending on my mood,

III - I will accept those that I see most clearly,

IV - I will accept them with the help of logic and reason.

12. I -- It's easy for me to remember what my friend's voice sounds like.

II -- It's easy for me to remember what my friend looks like.

III -- Good idea remember what my friend said.

IV -- It's easy for me to remember how I feel about my friend.

PROCESSING THE RESULTS

A - auditory representational system; B - visual representational system; K - kinesthetic representational system; D - "thinking, analyzing, logical computer type."

That representative system, which will gain the smallest sum of ranks, will be the most important, leading system for a person. That representative system, which will score the largest sum of ranks (often was in 3rd, 4th place in terms of significance), is weakly expressed and of little significance for a person.

Determination of the system of interlocutor modalities

• 1. Break into pairs. The modality of the leading system responsible for extracting information can be determined by asking questions to the interlocutor:
  • a) visual orientation (for example, “What color are your mother’s eyes?”, “What is the shape of the letter on the sign of your institution?”, etc.);
  • b) auditory orientation (for example, “If you slam the doors in your apartment, which one will slam louder?”; “Try to hear how someone from people very close to you pronounces your name in a particularly exciting voice”, etc.);
  • c) kinesthetic orientation (for example, "Do you remember the feeling of water on your skin when you take a shower? What sensation do you experience when you pet a cat, a dog?").
• 2. Ask a question to the interlocutor: "What event in your life do you consider the most interesting or best?". While the interlocutor is answering your question, observe the movement of his eyes and determine his "favorite" representational system: eyes raised up or out of focus - these are the eyes of a person with a visual representational system; lowered to the right and down - kinesthetic, eyes on the midline on the left or right, or lowered down to the left - the eyes of a person with an auditory representational system.

The modality of the representational system responsible for providing the information received to the human mind can be determined by the words used in speech. Words can be at the level of visual representation (see, bright, clear, foggy, distinct, blurry, flicker, perspective, etc.), auditory perception(listen, sound, loud, tune, coordinate, creak, deafen) or sensual sensation, kinesthetic orientation (feel, touch, warm, smooth, hard, grab, etc.).

The modality of the reference system, which is responsible for checking the result obtained with the desired one, can also be determined by eye movement. In the strategy of the interlocutor's thought process, there is a sequential connection first of the leading, then the representative system, and finally - the 2nd referent system. “Tune in to the wave” of the same modalities with your interlocutor, it is easier to achieve the necessary level of understanding with him. Enter into communication yourself, translating your way of perception into the language of the interlocutor.

Task "Sensory acuity"

Choose the partner you least know. First, ask him questions that - you know - will be answered with "yes", and observe unconscious differences in face and posture while the partner thinks how to answer. Then ask him questions that -- you know -- the person will say "no" to, and watch for changes in the breath, in the face, in the lower lip when the person answers "no." Keep asking questions until you feel that you can distinguish the difference in the face, breathing, posture of a person when answering “yes” and answering “no”. When you are sure that you know how the person will respond, for example: “You had long hair when you were 14? Is your mother older than your father? - try to guess his answer by non-verbal manifestations before he expresses his answer aloud. If you spend a week on such exercises with different people, you will find that you know the person's answer before they say it.

Task "Touch sensitivity"

Break up in pairs. The 1st member of the pair should think about his friend, whom he likes very much (no need to say anything, let him think). The 2nd member of the pair observes changes in facial expression, posture, muscle tone, breathing in the 1st member. Then the 1st should think about an unpleasant acquaintance. The 2nd member of the couple observes the changes in his appearance. Repeat 3-4 times alternately: think about a pleasant and unpleasant acquaintance. Then the 2nd member of the pair asks several comparative questions: “Which of these people is taller? fuller? lives closer to you? Which one has darker hair? Who has a nicer voice? The 2nd member of the pair observes changes in the appearance of the 1st and tries to determine whether the pleasant or unpleasant person is younger, taller, etc., and talks about his “diagnosis”, and the 1st member indicates whether they “guessed” correctly or incorrectly his mental response. Then change roles and repeat the exercise.

Quest "Extension with breath"

Break up in pairs. The 2nd member of the couple should try to repeat the pose and begin to breathe in the rhythm of the breathing of the 1st member, tracking the rhythm of breathing along the partner’s shoulders, chest. In 2-3 minutes after the “breath addition”, the 2nd member will try to imperceptibly slow down his breathing, watching whether the partner’s breathing starts to slow down after this. If the partner "did not follow" him, the 2nd member again "attaches" to the partner's breathing.

Can you listen test?

Mark situations that cause you dissatisfaction, annoyance or irritation when talking with any person, whether it be your friend, colleague, boss or casual interlocutor.

• 1. The interlocutor does not allow me to speak, constantly interrupts me during the conversation.
• 2. The interlocutor never looks at me during a conversation.
• 3. The interlocutor is constantly fussing: pencil and paper occupy him more than my words.
• 4. The interlocutor never smiles.
• 5. The interlocutor always distracts me with questions and comments.
• 6. The interlocutor tries to refute me.
• 7. The interlocutor puts a different content into my words.
• 8. The interlocutor raises counter-questions to my questions.
• 9. Sometimes the interlocutor asks me again, pretending not to have heard.
• 0. The interlocutor, without listening to the end, interrupts me only to agree.
• 11. During the conversation, the interlocutor is concentrated on outsiders: he plays with a cigarette, wipes the glasses of his glasses, etc., and I am firmly convinced that he is inattentive at the same time.
• 12. The interlocutor draws conclusions for me.
• 13. The interlocutor is always trying to insert a word into my story.
• 14. The interlocutor looks at me attentively, without blinking.
• 15. The interlocutor looks at me, as if evaluating. It worries.
• 16. When I offer something new, the interlocutor says that he thinks the same way.
• 17. The interlocutor overacts, showing that he is interested in the conversation, nods his head too often, gasps and agrees.
• 18. When I talk about something serious, the interlocutor inserts funny stories, jokes, anecdotes.
• 19. The interlocutor often looks at his watch during a conversation.
• 20. The interlocutor requires everyone to agree with him. Any of his statements ends with the question: “Do you think so too?” or "Don't you agree?"

Let's summarize. So, the number of situations that cause you annoyance and irritation is:

• 14--20-- you are a bad conversationalist and you need to work hard on yourself and learn to listen.
• 8--14-- you have some shortcomings, you are critical of statements, but you still lack some of the virtues of a good interlocutor, avoid hasty conclusions, do not focus on the manner of speaking, do not pretend, look for hidden meaning Having said that, don't monopolize the conversation.
• 2--8 - you are a good conversationalist. But sometimes you refuse to fully understand your partner. Repeat politely his statements, give time to express your thought completely, adapt your pace of thinking to his speech and you can be sure that communicating with you will be even more pleasant.
• 0--2 - you are an excellent conversationalist. You know how to listen. Your communication style can be an example for others.

Control questions

• 1. What is a communication process and what are its main functions?
• 2. What are the main stages of information exchange in a corporate environment?
• 3. What are the main reasons for poor communication?
• 4. Name the main types of communication.
• 5. Describe verbal and non-verbal means communication.
• 6. What is the syntonic model of communication?
• 7. How can a manager properly interact with the company's employees?
• 8. What are the types and techniques of listening?
• 9. Describe the main criteria for classifying the types of business interlocutors.
• 10. What is transactional analysis of communication?
• 11. How to protect yourself from manipulation in the process of communication?
• 12. What is the structure of a business conversation?
• 13. How to properly negotiate and organize a business discussion?
• 14. How to prepare for public speaking?

- 147.50 Kb

As a rule, business conversations are planned in advance. In the process of preparation, the subject of the conversation, the range of issues that it is advisable to discuss, the main intentions that need to be implemented are determined. When conducting interviews, a variety of documents and materials are often used, they also need to be prepared in advance. Particular attention should be paid to working out the course of the conversation: think over the questions that need to be asked to the interlocutor; determine the desired end result; establish the rules and place of the conversation; determine its strategy and tactics. On the other hand, you can not interrupt the speech of the interlocutor; negatively evaluate his statements; emphasize the difference between yourself and your partner; drastically speed up the pace of the conversation; intrude into the personal zone of a partner; try to discuss the issue, not paying attention to the fact that the partner is excited; not wanting to understand the mental state of the partner at the time of the interview.

Proper conduct of business conversations contributes to an increase in labor productivity by 20-30%. Some firms abroad have in their staff specialists-talkers who perfectly master the art of business conversation.

The structure of a business conversation

A business conversation consists of five phases:

1. the beginning of the conversation;
2. transfer of information;
3. argumentation;
4. refutation of the arguments of the interlocutor;
5. making decisions.

A very important part of the conversation is its beginning. The initiator of the conversation needs to develop a correct and correct attitude towards the interlocutor, since the beginning of the conversation is a "bridge" between partners in business communication. Tasks of the first phase of the conversation: establishing contact with the interlocutor; creating a pleasant atmosphere for conversation; drawing attention to the subject of the interview; awakening interest in the conversation; seizing the initiative (if necessary).

Researchers have identified factors that allow a business conversation to be successful:

Professional knowledge makes it possible to realize high objectivity, reliability and depth of presentation of information, as well as to master the situation;

Clarity allows you to link facts and details, avoid ambiguity, confusion, understatement;

Visualization - the maximum use of illustrative materials (documents, information sources, tables, diagrams, etc.), well-known associations and parallels - reduces the abstractness of the presentation of information;

Constant focus - you should constantly keep in mind the main tasks of the conversation and to some extent introduce them to the interlocutor;

Rhythm - increasing the intensity of the conversation as it approaches the end;

Repetition - repetition of the main provisions and thoughts helps the interlocutor to perceive the information;

The element of surprise is a thoughtful, but unexpected for the interlocutor, linking details and facts;

- "saturation" of reasoning - it is necessary to ensure that during the conversation "ups" alternate, when the interlocutor requires maximum concentration, and "downs", which are used to respite and consolidate the thoughts and associations of the interlocutor;

Framework for the transmission of information - the French writer and thinker Voltaire once said: "The secret to being boring is to tell everything";

Humor and irony - in a certain dose and situationally appropriate, they raise the spirit of the interlocutors, their readiness to perceive even the unpleasant aspects of the conversation.

Thus, the success of business communication depends on communication skills that need to be not only studied, but also developed.

2. Discussion in situations of business communication

2.1. Concept of business discussion

A business discussion is an exchange of views on an issue in accordance with more or less certain rules of procedure and with the participation of all or some of its participants. Almost every enterprise or firm discusses business issues at meetings of groups or commissions. Many business meetings and meetings are also held in the form of discussions. In a mass discussion, all participants, with the exception of the chairman, are in an equal position. Specially prepared speakers are not appointed, at the same time, everyone is present not only as listeners. A special issue is discussed in a certain order, usually in accordance with strict rules and under the chairmanship of an official.

A group discussion is different in that a specially trained group discusses the issue, discusses in front of an audience. The purpose of such a discussion is to present possible solutions to the problem, discuss opposing points of view on controversial issues, and present new information. As a rule, this kind of discussion of the dispute does not resolve or incline the audience to any uniformity of action. In a group discussion, from three to eight to ten people can participate as opponents, not counting the leader. Main communicative medium- a dialogue that only two participants conduct each time. The number of participants in a group discussion may vary in one direction or another, depending on the margin of time, the complexity and relevance of the problem, and the availability of competent specialists who can participate in the discussion.

Experts invited for discussion sit in a semicircle, facing the audience, and the leader sits in the center. Such an organization of the spatial environment allows each participant in a group discussion to see and hear each other as best as possible.

It is very important that the participants in the discussion be well prepared, have statistical data and the necessary materials with them. Of great importance is also their manner of speaking, the culture of speech communication, as well as the style of its demonstration: at ease, in a lively manner, precisely formulating questions and succinctly commenting on answers or brief remarks. It is advisable that participants call each other by their first and middle names. The audience watching the discussion should be constantly in the center of attention of the speakers, it is necessary to maintain not only non-verbal, but also verbal contact. The leader of the discussion regulates its course, all procedures, introduces the topic and speakers, monitors the time limit, directs the exchange of opinions, and delivers the final word.

A business dispute as a type of communication is widely used when discussing disagreements, in a situation where there is no consensus on the issue under discussion. There is no common understanding of the term "argument" in the literature on communication, but most experts qualify it as a procedure in which one proves that some thought is true, and the other - that it is wrong. IN AND. Kurbatov in the book "Strategy of Business Success", believes that the peculiarity of the dispute is not the proof of the truth of one's own thesis, but a verbal competition in which everyone defends his point of view on a particular controversial issue. In practice, often disputes are conducted in disordered, unorganized forms, as well as in non-compliance with generally accepted rules and principles. A dispute as a type of business communication has the following characteristics:

1) the dispute involves the presence of at least two subjects, one of which is more appropriate to call the proponent, and the other - the opponent;

2) the parties to the dispute have the same rights in the process of exchanging opinions, according to the degree of activity, according to the types and forms of direct and feedback with each other;

3) the subject of the dispute is a provision about which each of the parties has own opinion, called position or thesis;

4) the difference in the positions of the parties makes the dispute a discussion at the level of the phenomenon, and not at the level of essence. Therefore, any dispute is a rather superficial discussion of a controversial provision;

5) the positions of the parties contradict each other and most often have an openly negative character;

6) the procedure for the exchange of opinions in accordance with the mutually exclusive characteristics of the theses is expressed in the struggle of opinions;

7) the struggle of opinions in a dispute often reaches its highest form - a conflict or struggle of opinions, when each side insists on the truth of its thesis and the falsity of the opponent's thesis. Each argument in this type of argument is a negation of the opponent's argument. The nature of the discussion takes the form of a refutation, rejection, denial, rejection, elimination;

8) the subject field of discussion of a controversial issue is usually not clearly defined. Its vagueness is also due to the fact that the dispute is not about the essence, but about the surface characteristics of the subject;

9) a dispute as a type of business communication is not regulated either in procedural, spatial or temporal terms.

Thus, the subject of communication and the attitude of the participants to it is very important for a business discussion. The ability to understand the subject positions of partners (that is, the idea of ​​the situation, the problem) and one's own subject position is a necessary condition success business communication.

2.2. Organization and conduct of discussions

In order for a business meeting to be fruitful and not turn into a farce, the presiding manager must master the technique of organizing and conducting discussions. Their organization requires certain efforts on the part of the organizers and, above all, the chairman himself. The main thing is to strive to conduct a group discussion in a civilized manner. This implies the presence of delicacy in the relations of the debaters and, therefore, excludes the use of opposite means of arguing one's point of view in the form of ridicule, interruption of opponents, sharp attacks on them, and sometimes obvious rudeness (in a word, everything that is so famous for discussions of our homegrown parliamentarians) But in order for the discussion to acquire a truly civilized character, it is necessary to carefully monitor that the business dispute between the participants in the discussion is definite and has time limits, and also to prevent becoming personal. Involving in a dispute as one of its participants, first of all, clearly formulate the position that is justified or rejected, and also precisely define the basic concepts so as not to argue about completely different things. The terminology of the dispute should be clear to all present.

In the process of conducting a business discussion, it is necessary to carefully and completely listen to the arguments of the opponent, soberly weighing and evaluating them. At first, only strong arguments are given, and weak ones are talked about later and, as it were, in passing. In the process of a dispute, it is necessary to try to convince, and not to sting the opponent. No need to persist in denying the arguments of the opponent, if they are clear and obvious.

Also, it is undesirable to enter into discussions and disputes unprepared. It is necessary to prepare for them in advance, draw up at least the most general plan for the struggle for truth, select the most weighty and obvious arguments that no one doubts. Particularly impressive are the precise figures that cannot be refuted.

When conducting a meeting, one should proceed from the fact that one often has to deal with the same characteristic types of participants in the discussion. Below are tips on how to deal with them or how to neutralize them.

Table 1

Psychological types of participants in business discussions

Psychotype	Discussion Tactics
Wrangler	Maintain equanimity. Leave the group to refute his claims.
Positivist	Offer him a summing up, deliberately draw him into the discussion.
know-it-all	Call on the group to take a stand on his statements.
Talkative	Tactfully interrupt. Remind me of the rules.
Shy	Ask simple questions, strengthen his confidence in his abilities.
Negativist	Recognize, evaluate his knowledge and experience. 1. Specificity of business communication 4 1.1. Culture of business communication: general characteristics and specific features 4 1.2. Forms and culture of business communication 7 2. Discussion in business situations 12 2.1. Concept of business discussion 12 2.2. Organizing and leading discussions 15 Conclusion 22 References 25

A business discussion is an exchange of views on an issue in accordance with more or less certain rules of procedure and with the participation of all or some of its participants. Almost every enterprise or firm discusses business issues at meetings of groups or commissions. Many business meetings and meetings are also held in the form of discussions. In a mass discussion, all participants, with the exception of the chairman, are in an equal position. Specially prepared speakers are not appointed, at the same time, everyone is present not only as listeners. A special issue is discussed in a certain order, usually in accordance with strict rules and under the chairmanship of an official.

A group discussion is different in that a specially trained group discusses the issue, discusses in front of an audience. The purpose of such a discussion is to present possible solutions to the problem, discuss opposing points of view on controversial issues, and present new information. As a rule, this kind of discussion of the dispute does not resolve or incline the audience to any uniformity of action. In a group discussion, from three to eight to ten people can participate as opponents, not counting the leader. The main communicative means is a dialogue that only two participants conduct each time. The number of participants in a group discussion may vary in one direction or another, depending on the margin of time, the complexity and relevance of the problem, and the availability of competent specialists who can participate in the discussion.

Experts invited for discussion sit in a semicircle, facing the audience, and the leader sits in the center. Such an organization of the spatial environment allows each participant in a group discussion to see and hear each other as best as possible.

It is very important that the participants in the discussion be well prepared, have statistical data and the necessary materials with them. Of great importance is also their manner of speaking, the culture of speech communication, as well as the style of its demonstration: at ease, in a lively manner, precisely formulating questions and succinctly commenting on answers or brief remarks. It is advisable that participants call each other by their first and middle names. The audience watching the discussion should be constantly in the center of attention of the speakers, it is necessary to maintain not only non-verbal, but also verbal contact with it. The leader of the discussion regulates its course, all procedures, introduces the topic and speakers, monitors the time limit, directs the exchange of opinions, and delivers the final word.

A business dispute as a type of communication is widely used when discussing disagreements, in a situation where there is no consensus on the issue under discussion. There is no common understanding of the term "argument" in the literature on communication, but most experts qualify it as a procedure in which one proves that some thought is true, and the other - that it is wrong. V. I. Kurbatov in the book "Strategy of Business Success", believes that the peculiarity of the dispute is not the proof of the truth of one's own thesis, but a verbal competition in which everyone defends his point of view on a particular controversial issue. In practice, often disputes are conducted in disordered, unorganized forms, as well as in non-compliance with generally accepted rules and principles. A dispute as a type of business communication has the following characteristics:

• 1) the dispute involves the presence of at least two subjects, one of which is more appropriate to call the proponent, and the other - the opponent;
• 2) the parties to the dispute have the same rights in the process of exchanging opinions, according to the degree of activity, according to the types and forms of direct and feedback with each other;
• 3) the subject of the dispute is a provision about which each of the parties has its own opinion, called a position or thesis;
• 4) the difference in the positions of the parties makes the dispute a discussion at the level of the phenomenon, and not at the level of essence. Therefore, any dispute is a rather superficial discussion of a controversial provision;
• 5) the positions of the parties contradict each other and most often have an openly negative character;
• 6) the procedure for the exchange of opinions in accordance with the mutually exclusive characteristics of the theses is expressed in the struggle of opinions;
• 7) the struggle of opinions in a dispute often reaches its highest form - a conflict or struggle of opinions, when each side insists on the truth of its thesis and the falsity of the opponent's thesis. Each argument in this type of argument is a negation of the opponent's argument. The nature of the discussion takes the form of a refutation, rejection, denial, rejection, elimination;
• 8) the subject field of discussion of a controversial issue is usually not clearly defined. Its vagueness is also due to the fact that the dispute is not about the essence, but about the surface characteristics of the subject;
• 9) a dispute as a type of business communication is not regulated either in procedural, spatial or temporal terms.