These three most important types of conversation that most people work with each have their own structure; underlying assumptions; purpose and objectives; strategies; and Probable Outcome
The problem occurs when conversational styles are unconscious and automated. For example, most lawyers are trained and paid for. They must be consciously competent in the skills of the debates.
During a conversation with a senior law firm, we were touched by the interpersonal skills of lawyers. I emphasized my professional opinion by saying, "It's a good idea to argue a point and win the lawsuit brilliantly, but these skills will not help build relationships." He chuckled at me. "My wife always says that."
The differences between the three communication styles – debate, debate, and dialogue – may seem subtle, but have deep implications for conflict and cooperation  Vita style: It has been shown that this is one of the most common unconscious default style. This approach fits more closely with the war metaphor than the other two.
o Content consists of ideas and facts to support your ideas.
o The purpose of life – to strike the other side.
o Relationship between the two parties are opponents. The strategy is to attack your ideas or arguments and defend your own arguments by proving superiority. O The reason for hearing the other side is that the weakness is revealed in both their ideas and their trust.
o The feeling of the atmosphere is usually tense and lively.
o The likely outcome of polarization
People rarely close a debate that convinces each other on their side. There are probably broken feelings. If the dispute is formal and intentional, the lost party can only feel disappointed. However, at the workplace feelings are likely to be more intense and durable
Discussion Forum Style: This is a very common conversational style in many workplaces.
o The purpose of life
o The relationship is like colleagues, acquaintances or friends
o The strategy is volleyball, concurrent or sequential, and sometimes further exploring ideas.
o The purpose of this conversation is to persuade
o Content is mostly ideas, facts, and opinions.
o The emotional mood can grasp the interest. be mild or lively and sometimes heated, depending on the subject.
o The likely outcome is a form of the status quo. People usually have conversations without deeply changed thoughts or beliefs.
A colleague writes about two people or one group for debate, such as sports. " Dialogue Style: ] The least common and most likely to convert conflict into co-operation
o The purpose of dialogue is to understand, understand, and associate.
o The strategy needs to be shared, asked, empowered, acknowledged and listened to.
o The main reason for silence is to better understand the other person and look for common spaces and interesting differences.
o Content includes emotional atmosphere is generally open, dynamic and ultimately relief.
o Probable results include increased mutual understanding, understanding, new, shared, and shared emotional and emotional feelings. to make working relations and work clearer.
Choose a Dialogue to Collaborate and
Start watching your staff during a conversation. Based on the criteria presented, it is noticeable in practice if you are mostly discussing discussions, conversations or conversations. Compare the results you want to achieve with the style of conversation they use. What did they notice?
Create a conscious plan for an important conversation that is already on your calendar. Or you mean an important workplace relationship that you can improve with a good dialogue.
Through a trainer or skilled communicator or your own silent resources, you can continue through the following checklist.
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