Business conversation: rules, varieties and stages

The results of business relationships often depend on personal negotiations and dialogues. Business contacts, established in writing or by telephone, are developed in personal conversations. At the same time, the interview participants use the whole variety of communication means: they use not only speech, but also gestures, facial expressions, and personal influence.

A business conversation is usually a conversation between two interlocutors, which is why they should take into account the personal specifics of the opponent, his motives, speech features, and apply etiquette. Interpersonal communication involves a variety of methods of influencing the interlocutor.

A business conversation that has a specific topic and is personally oriented is often carried out within the same organization between employees.The purpose of the conversation is the desire of one participant in communication to influence another or a whole group of employees with the help of words in order to push for activity, changes in the existing working environment or relationships, and improve their quality.

Another goal of a business conversation is the need for management to form conclusions and decisions based on the opinions and reasoning of employees.

The advantage of business conversations over other types of verbal communication is:

• in the speed of reaction to the remarks of the interlocutors, which helps to obtain the desired result;
• in increasing the awareness of the administrator by taking into account, controlling and monitoring the points of view, judgments, thoughts, arguments and skeptical statements heard during the interview;
• in the expediency of a flexible reasonable set of methods for studying the topic under discussion, which is a consequence of solving the problem and the claims of all parties.

A business conversation is focused on the implementation of certain functions:

• finding new directions;
• launch of promising projects;
• data interchange;
• regulation of initiated activities;
• mutual communication of employees of one enterprise;
• facilitating business contacts between institutions, firms, industries.

The results of a business conversation and meetings are not only determined by the preparedness for it, but also determined by the construction of the conversation itself.Indisputable mistakes can be avoided by well-established methods of conducting interviews and observing their principles. There should always be an atmosphere of goodwill - harsh statements are unacceptable.

The principle of rationality implies restraint of behavior, especially in the case of a partner showing emotionality. Lack of control over emotions usually negatively affects the decision made. Such a solution cannot be called optimal.

The principle of understanding is necessary so that the interlocutors can find common ground in the dialogue and achieve the desired effect.

During the conversation, the concentration of attention of the speakers fluctuates even in the absence of dissipative factors. Considering and noticing such nuances, it is necessary at this time to again draw attention to yourself and resume the interrupted contact.

The principle of reliability dictates the obligatory observance of the authenticity of informing the interlocutor - even if he gives false information. This benefits the dialogue and achieves the desired goals.

An important psychological principle is the distinction between the subject of conversation with the interlocutor. A subjective attitude towards an opponent can affect the objectivity of the assessment of indicators. A constructive conversation is based on the distinction between events with points of view, and opinions with experiences.

Concretization of such general principles for conducting business conversations are the rules for their implementation, which contribute to the safety and efficiency of negotiations.

The rule of double interest is that each of the interviewers has a double interest: not only the essence and content of the topic of the conversation, but also cooperation with a partner.Maintaining fruitful relationships is no less important task in a conversation than the exchange of information.

Experts recommend directing the conversation in such a way that it does not interfere with the relationship between employees and managers. For this you need:

• do not rush to conclusions about the motives and intentions of the interlocutors, based on their own assumptions;
• listen attentively to the opponent and show that he is understood;
• voice your interest and your goals instead of arguing about the past, and thoughts should be expressed clearly and clearly;
• discuss future actions.

The emphasis on interest in a partner is also considered a significant rule that will help to greatly facilitate the tasks of both interlocutors. Phrases: “understandable”, “interesting”, “pleased to know”, naturally inserted into the conversation, will create a relaxed atmosphere and help express agreement and mutual understanding. The same problem can be solved if you address the interlocutor, calling him by name and patronymic, and also not showing anxiety and irritability.

The desire to clarify additional or auxiliary information will also help to maintain interest.

Every conversation is a way of finding common ground. In order for the dialogue to be successful, it is not advised to start it with contradictions. Usually they start with topics on which opinions are the same, for example, about the weather. This is done so that from the very beginning there is no negative answer and no effort has to be spent on persuading the interlocutor.Experts recommend always having a few pre-prepared phrases, the answers to which are only positive.

Preparation for a business conversation begins with the most important stage - planning, which consists in formulating the problems and objectives of the meeting, as well as creating a negotiation plan and methods for its implementation. Professionals advise:

• think over and weigh the proposed process of the planned conversation, draw up its program;
• collect all the necessary information about a possible interlocutor;
• test the effectiveness of their arguments required to substantiate their beliefs and intentions;
• check the consistency of their definitions and thoughts;
• think over the options for the reaction of the interlocutor or opponent to the arguments put forward.

The appointment of the time and place of the future conversation depends on the position and attitude of the participants. It can be carried out on one's own, foreign or neutral territory. After conducting operational training, it is necessary to check and edit the collected and prepared materials and give the plan for the future interview the final form.

The construction of a business conversation consists of 5 stages:

• the beginning of the conversation;
• providing information;
• argumentation;
• overturning the opponent's arguments;
• approval of proposals.

Each of these steps is based on professional knowledge, clarity, logic, to which are added the personal qualities of the interviewers, which are of great importance in the conversation. A conversation plan should be built on the basis of various possible options for its outcome. Sometimes you have to repeat some arguments.

At the first stage - at the beginning of the dialogue - it is important to find contact with a partner, organize an attractive environment, interest the interlocutor and seize the initiative. It is advisable to use special techniques that start a dialogue. These include:

• a technique for releasing tension, which helps to establish close contacts with the opponent;
• a way to hook the interlocutor, allowing you to quickly bring problems up to date;
• a method of stimulating fantasy, involving the emergence of a large number of questions;
• approach to the problem directly.

The correct beginning of the conversation is the acquaintance, the exact formulation of its goals and objectives, the nomination of the topic, the communication of the rules for considering issues.

At the stage of providing information, one should find out the partner’s requests and opinions, his motivations, arguments and wishes, report the planned information, and analyze the position of the interlocutor.

In the phase of refuting the opponent's judgments, his remarks should be neutralized. To do this, it is necessary to state your arguments convincingly, without a doubt, without allowing the possibility of refuting your opinion. The logic of denial lies in the analysis of dubious information, finding the true cause, selection of concepts and methods. In this case, various tricks and tricks are used.

At the decision-making stage, the results of the argumentation accepted and approved by the interlocutor are summarized, negative nuances and conclusions are eliminated, the achieved result is consolidated and confirmed, topics for further cooperation are proposed. At this stage, one should not show uncertainty so that the partner also does not begin to doubt the decision made.

Independent types of business conversations are characterized by the following classification:

• when applying for a job;
• upon dismissal;
• about the problem;
• disciplinary nature.

The first variety is of the introductory type, the main task of which is to determine and evaluate the business qualities of the applicant for the position. The manager needs to ask the applicant just a few basic questions containing information about the person: the level of education, work experience, existing skills and abilities, the reasons for looking for a job, the level of claims for payment. Sometimes it is necessary to clarify also personal qualities.

An interview regarding the departure of an employee can be of two types: voluntary settlement or forced. In the first case, the administrator should find out the reasons for the dismissal - this is due to the attention to improving the management of the organization. Usually in such cases it is possible to find out useful information that allows solving some problems.

The third type is a conversation with an employee with whom they are forced to part. As a rule, it is very difficult for a leader. In the process of such a conversation, one should observe delicacy, but at the same time correctly and fairly state claims against him. There are special rules and advice on how to conduct such a conversation.

Argumentation can be based on rhetorical and speculative methods. The rhetorical ones are:

• fundamental, consisting in a direct appeal to a partner;
• contradiction based on finding disagreements in arguments;
• a technique for highlighting conclusions that leads to the desired results through intermediate conclusions;
• comparative;
• dismemberment method based on the selection of individual parts;
• boomerang method;

• boycott;
• shifting emphasis and bringing to the fore their interests;
• inference method based on a gradual change in the essence of the problem;
• polling method, concluded in pre-set questions;
• explicit assistance technique.

Speculative methods can be considered:

• exaggeration technique;
• anecdotal;
• technology of using authority;
• the technique of doubting the identity of the interlocutor;
• a method of isolation, which consists in presenting individual expressions in a modified form;
• transformation of the direction, based on the transition to another issue that is not related to the dispute;
• repression, which consists in exaggerating minor problems;
• a technique of delusion in which confusing information is reported;
• delay - delaying the conversation;
• an appeal based on an appeal to sympathy;
• distorting technique;
• trap questions.

Experts recommend conducting business conversations in the following way: make suggestions or evaluate something in a question-answer form that allows you to maintain an initiative position, not allow a categorical tone, encourage the interlocutor to be active and at the same time obtain the necessary information. For example, it is appropriate and rational to use the phrases:

• “What is your opinion on this matter? »;
• "How do you think?.. ";
• “Did I understand your point of view correctly? »;
• “Shouldn’t you and I check out another option? »;
• “Don't you think that the situation is not in your favor now? ".

A business conversation contributes to the realization of people's desire to change the situation or establish qualitatively new relations between the participants in the dialogue. Such conversations are an important part of relationships in business and politics, representing the establishment of links between partners authorized by their organizations to resolve problems. You need to speak briefly.

For more on the rules of business communication, see the following video.