Dialogue: the four dialogic principles for successful communication

Written by Lee Hopkins

"But you don't understand!" exclaimedrepparttar manager, "this new initiative is vital for our team. If it doesn't work we could all be out of a job!"

"Uh-huh... Really... Explain to me again how this new initiative is so different from previous initiatives that were also going to cost me my job if they didn't work" askedrepparttar 107966 long-term employee.

"Look; we have to do this. Can't you see?"

"Why do we have to do this? No-one has explained to me yet 'why'."

And therein liesrepparttar 107967 fundamental problem of most management initiatives. They leave one small, seemingly insignificant cog unattended—lettingrepparttar 107968 person atrepparttar 107969 'sharp end' know why a new initiative has been launched and what their own personal role is expected to be.

Even those companies who do letrepparttar 107970 employees knowrepparttar 107971 what and why very often fail to elicit anything other than tacit compliance and eventual failure ofrepparttar 107972 initiative.

The reason is simple—the employees are given no part inrepparttar 107973 discussion about why a new initiative is needed,repparttar 107974 business case for it, what shaperepparttar 107975 initiative should take to meetrepparttar 107976 business need, and what their individual role and responsibility is in order to bringrepparttar 107977 initiative to a successful conclusion.

Atrepparttar 107978 heart ofrepparttar 107979 issue lies communication:

Successful communication is not a one-to-one or one-to-many transaction, but a dialogue between interested parties

...and successful dialogues rely on four principles: Reality, Reaction, Co-ordination and Purposefulness.

1. Being real "Do not say things. What you are stands over yourepparttar 107980 while, and thunders so that I cannot hear what you say torepparttar 107981 contrary" Charles Darwin, 1859.

For employees (and customers, too!) 'reality' will be those things that most directly affect them. Yes, 'reality' is a perceptive subjectivity, but don't expect someone to change their perception of 'reality' just because you have a different viewpoint.

Internal and external customers of your communication are extremely adapt at seeing 'beyondrepparttar 107982 rhetoric', at exploiting any gap between rhetoric and their 'reality'.

If you are going to promise something, even just manage an expectation, ensure that what you are promising or managing is actually deliverable inrepparttar 107983 vast majority of instances.

2. React to what is said How many managers or salespeople have we ourselves had to endure who listened politely to what you say, nodded their head and gave assuring "ah ha's" even, yet completely and utterly fail to act on what you have said? How many times have such interactions left you feeling like you had just spoken to a smiling and amiable wall?

Dialogue is not dialogue ifrepparttar 107984 other person or persons don't react or show they actually understood what you said.

3. Co-ordinate your communication Too oftenrepparttar 107985 communication is 'lost' onrepparttar 107986 recipients because repparttar 107987 language used is jargon, or their are just too many implicit and explicit messages. Given a hundred different messages, which one shouldrepparttar 107988 recipient attend to first? Second? Last?

All communication should be in harmony torepparttar 107989 strategic framework—that is,repparttar 107990 vision andrepparttar 107991 support documentation—so that it responds torepparttar 107992 vision, objectives and values; so that repparttar 107993 links betweenrepparttar 107994 vision andrepparttar 107995 messages are clear; and so thatrepparttar 107996 language used is common to all stakeholders.

Creative Presentation Openers That Work

Written by Debbie Bailey

Most presenters begin their presentation inrepparttar usual manner…

“Hello my name is Fred Flintstone and I am here today to discuss technology in pre-historic times.”

While your name can be very interesting (especially to you), it is not a very compelling way to begin a presentation. I hate to berepparttar 107965 one to breakrepparttar 107966 news to you, but when you begin this way, audiences usually forget your name and worse yet, they forget YOU!

A great way to begin a presentation is with an attention-getting device that will getrepparttar 107967 audience EXCITED about listening torepparttar 107968 rest of your presentation. Some ofrepparttar 107969 best ways I have found to capturerepparttar 107970 audience’s attention are:

1. Rhetorical Question – A rhetorical question is a question to which no response is needed. Rhetorical questions are designed to be thought provoking, rather than answered out loud. An example of a rhetorical question might be, “If you were trapped on an island and could only have three things, what three things would you choose?” Not only doesrepparttar 107971 audience begin thinking about how they would answer your question—they wonder how this will tie intorepparttar 107972 presentation (which byrepparttar 107973 way, it must) and suddenly—you’ve got them!

2. Relevant Story – Beginning a presentation with a story that directly relates torepparttar 107974 topic is another great way to getrepparttar 107975 audience’s attention. A good story engages our audience’s hearts and minds and immediately draws them in. Make sure thatrepparttar 107976 story is short (using a long story inrepparttar 107977 introduction can compromiserepparttar 107978 flow ofrepparttar 107979 presentation) and makes a strong point. Here’s an example of an introductory story used for a presentation onrepparttar 107980 benefits of a 24 hour Nurse Line. “All of us have had frightening medical situations whererepparttar 107981 help of a registered nurse could come in handy. Let me tell you about a young mother, Marie, who was terrified when her two-month old infant son Sam woke up screaming inrepparttar 107982 middle ofrepparttar 107983 night. He was burning up with a high fever and Marie didn’t know what to do. So she calledrepparttar 107984 Nurse Line and they directed her to put him in a cool bath to bring his body temperature down. They stayed onrepparttar 107985 line with her until she was comfortable that she could handlerepparttar 107986 situation herself. Imagine having that kind of support available to you at all times ofrepparttar 107987 day and night.”

3. Startling Statistic – A startling statistic can be great opener. For a presentation on drunk driving, you might begin with... “Inrepparttar 107988 30 minutes it will take for me to deliver this presentation, one person inrepparttar 107989 U.S. will die in an alcohol related traffic accident.” When using statistics, roundrepparttar 107990 numbers, site your sources, and be sure to present current and accurate information.

4. Analogy – An analogy comparesrepparttar 107991 known torepparttar 107992 unknown, helpingrepparttar 107993 audience better understandrepparttar 107994 unknown. When properly developed and explained, an analogy can be an interesting presentation opener. Here’s an analogy example... “Continuing to use this technology is like being on a lake in a rowboat full of holes—instead of patchingrepparttar 107995 holes, all your time is consumed with scoopingrepparttar 107996 water out ofrepparttar 107997 boat.” You may not understandrepparttar 107998 technology, but now you know unequivocally, that it is like a sinking ship!

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