Forms of business communication and their functions” Abstract on the discipline “Ethics and psychology in professional activities”

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Introduction

The ability to communicate with people is a key formula for success.

The art of communication, knowledge of psychological characteristics and the use of psychological techniques are necessary for professionals whose work requires constant contact “from person to person,” i.e. politicians, businessmen, managers and many others. Thus, every person needs the ability to build relationships with people, find an approach to them and make them feel comfortable. This skill is the basis for success in life and business.

Studying the rules of business communication provides the future specialist with comprehensive material for understanding the processes taking place in the business world and opens up opportunities for self-improvement, taking into account knowledge of psychological aspects. Knowing and practicing business etiquette will help you cope better in the business world. In addition, studying the psychology of business communication is of great importance for better understanding not only other people, but also yourself, your goals and interests in the business world.

Communication with people is both a science and an art. Both natural talent and training are important here. Therefore, anyone who wants to succeed in communicating with other people must learn this.

Options

What is important to know about the rules? Business communication involves several variations, each of which has its own distinctive characteristics:

• negotiation;
• conversations;
• visits;
• meetings;
• public introductions.

Currently, commercial structures and individual entrepreneurs cannot count on running a successful business if the company’s employees lack discussion skills. A feature of modern business communication is its penetration into all spheres of public life.

Competence is associated with success or failure in each specific area: production, science, trade, art.

Effective business communication between businessmen, managers, organizers, employees associated with the field of management, and individual entrepreneurs presupposes the ability to adequately and timely respond to the situation. Such skills are a prerequisite for success in the professional field.

Business communication: its types and characteristics

Business communication is a process of communication and interaction during which activities, information and experience are exchanged, which implies achieving a certain result, solving a certain problem or realizing a certain goal.

In general, business communication differs from ordinary (informal) communication in that its process prescribes a goal and certain tasks that need to be solved. In business communication, we cannot stop interacting with a partner. In ordinary friendly communication, specific tasks are not set and specific goals are not pursued. Such communications may be terminated (at the request of participants) at any time.

Business communication must have a certain result - the product of joint activity, information, career, power, as well as intellectual analysis and emotional experiences that accompany it. The term “business communication” emphasizes the expediency and possibility of separating subjective desires from objective conditions in the process of personal interaction. In the case of business communication, the desire to communicate is subordinated to necessity. Necessity is the main feature that distinguishes business communication from interpersonal communication.

Features of the circumstances of business communication:

• Commonality of goals, motives or activities;
• The presence of a common social space - time: organization, group, team;
• Interdependence of participants - a system of social roles and a hierarchy of communication;
• Regulation of forms of communication.

The actual space in which business communication occurs is the organization. An organization is a form of association of people that has goals, functions and structure imposed by the external environment, and exists independently of the individual people who interact in it.

The real socio-professional structure of society exists as a system of organizations of various levels and nature. Of course, a certain organization can be created by people who will work in it (they wanted and created the company). The fact is that the organizational form itself exists objectively, and after you create your own company, you will continue to live by the laws of organizational behavior that are characteristic of the organization as a whole.

An organization has not only its own goal, but also its own face and status in society, as well as its own corporate culture: a system of signs, symbols and rituals that allow employees to identify themselves as members of this very organization.

The workplace is one of the most important relationships between an individual and society. The internal structure of an organization includes service systems and professional roles that are performed by people regardless of their desires. Firstly, it is a system of social roles - bosses, colleagues, subordinates, partners, clients, in which subjects of business communication operate.

A boss (manager ) is a person who has the right to order in a given socio-professional space - in time due to external circumstances and the presence of special characteristics. The role of a boss requires the ability to make decisions, determine, organize, command, control, promote and punish.

A colleague is a person who is in the same professional community with another and has close social and official status. This role includes personal relationships, professional interactions, professional loyalty and ethics. Submission - This role requires the ability to execute, follow rules, and obey. The boss and subordinates should keep a distance from each other.

Mechanisms

What characterizes business communication? Its types and features affect the effectiveness of negotiations, the degree of understanding between partners, employees, as well as employee satisfaction in the results of their activities. They also affect the psychological and moral microclimate within the company. Almost all the problems of modern business are directly related to communication - the transmission of thoughts, feelings, bringing them to the conscious perception of other people.

For example, managers spend more than half of their working time establishing dialogue with clients and partners.

What else is important to know about business partnerships? Its goals and types are related to the specifics of information transfer, the development of effective mechanisms for obtaining material profit by a company or an individual.

Currently, an experienced manager spends most of his time not at all on resolving financial, organizational, and technical issues, but on resolving psychological problems that arise during communication with subordinates, partners, and colleagues.

What are the specifics of business communication? Its types and forms are needed to optimize commercial, industrial, and educational activities. It is this dialogue that allows us to solve not only organizational and commercial issues, but also problems of an interpersonal nature.

Psychological aspects of business communication

What does the psychology of business communication study? Firstly, the influence of personality traits, such as cognitive style, temperament, introversion - extroversion, character, will, abilities, on the behavior of partners and the results of communication. Secondly, the characteristics of perception, understanding, communication barriers and psychological defenses that arise in the process of communication. Thirdly, socio-psychological factors - the needs, interests, values, motives of the subjects of communication. Fourthly, the subtext, the background of real behavior, determined by the existence of subjective, often hidden, goals of the participants in communication.

Business communication takes place in various forms:

• Business conversation;
• Business meeting;
• Business meetings;
• Public speaking.

Interpretation of positions and gestures

Nonverbal components of communication are very important in the first minutes of acquaintance. “The way you dress...” says a Russian folk proverb. And this “clothing” is not only a suit, but also a pose, a look, a smile. Not a single word has been spoken yet, but the interlocutor’s first assessment is already there. It's hard to change it later. American researchers L. Zunin and N. Zunin believe that the first four minutes of the meeting are important. Other authors give partners 120 seconds to get to know each other. In any case, two to four minutes is a fairly short time. So what is most important in this first moment of communication?

It is necessary to show interest in the upcoming conversation, readiness for constructive cooperation, and openness to new ideas and proposals. During business meetings, you should pay attention to your posture, gaze and gestures. Behavior should be natural, but some habits, if present, should be abandoned.

When negotiating with a partner, you should not adopt a posture that is characteristic of closed communication and aggressiveness: furrowed eyebrows, slightly tilted head forward, wide elbows on the table, clenched fists or clasped fingers. You should not wear glasses with tinted lenses, especially when meeting for the first time. Without seeing the other person's eyes, the partner may feel uncomfortable, since much of the information is inaccessible. This disrupts the atmosphere of communication.

The postures of the conversation participants reflect their subordination. Psychological subordination is very important - the desire to dominate or, conversely, to submit, which should not correspond to status. Sometimes the interlocutors occupy equal positions, but one of them tries to show his superiority. The first thing we need to pay attention to is the weight distribution. The man stands straight. In a straight posture we usually see “arrogance.” Pose “A” (Fig. 4), which we call “arrogant,” can only be interpreted as such if the person is simultaneously looking “down.” Therefore we attribute to the other what we call the feeling of “me down.”

The desire for dominance is manifested in positions such as: both hands on the hips, legs slightly spread; one hand on the hip, the other resting on the doorpost or wall; the head is slightly raised, hands folded behind the waist. On the contrary, when we want to emphasize an agreement with a partner, we can observe a kind of copying of his gestures. For example, V. Yuri notes that if during a friendly conversation one of the partners sits with his head propped up, then the other partner almost automatically does the same, as if saying: “I’m the same as you.” This synchronization of partners' actions is especially striking when the video recording of their conversation is viewed at an accelerated pace.

When seating participants at official receptions, it is necessary to take into account the psychological aspect. In offices, desks are often arranged in a T-shape. The higher the manager's position, the longer the letter. The visitor is invited to sit at a table led by the head of the relevant office. The attitude of dominance is immediately apparent. Sometimes an attempt is made to emphasize dominance. Sometimes the office owner acts at eye level with the interlocutor. In this case, if office space allows, you can install a separate conference table. It can also be used for meetings with subordinates when the manager wants to be at “eye level” with them.

The shape of the table affects the nature of the negotiations. It is no coincidence that the expression “round table discussion” is used. “Round table” implies equality of participants, informal nature of the meeting, free exchange of opinions and views. Coffee table conversation will be even more informal, informal. If during a conversation the owner of the house offers the guest a cup of tea or coffee, he thereby sets a friendly tone for the conversation. In such a conversation, business relationships can be considered in general terms. If there is only one T-shaped desk in the office and the office owner does not want to show dominance, he can leave his chair and sit opposite or, in less formal conversations, at an angle with the person he is talking to.

The author of many popular books on nonverbal components of communication, Dr. David Lewis, identifies four types of gestures depending on their purpose.

The first type of gestures is gestural symbols. These include, for example, the American symbol “OK”, common in many countries of the world, which means “everything is fine” and is transmitted by the thumb and forefinger forming the letter “O”.

The second type of gestures , illustrative gestures, are used to explain what is being said. With the help of such a gesture, certain messages of the message are highlighted, key points of the conversation are emphasized and, thus, are better remembered. The most common example is indicating the direction of the hand.

The third group consists of gesture controllers. They play a very important role at the beginning and end of a conversation. One of these gesture rules is the handshake . This is a traditional and ancient form of greeting. He is informative and talks a lot. It is no coincidence that the German philosopher J. Kant called the hand “the visible part of the brain.”

In the business world, a handshake is used not only as a greeting, but also as a symbol of agreement, a sign of trust and respect for a partner. The intensity and duration of the handshake are important components. For example, a short, limp handshake and very dry hands can indicate indifference.

Wet hands indicate great excitement. We must also take into account the individuality of people: There are people whose palms are almost always wet. A slightly extended handshake along with other nonverbal cues (smile, glance) indicates friendliness, but don't hold his hand for too long. This creates a feeling of being trapped, which naturally leads to irritation.

With a handshake you can convey your attitude to what is happening. “If a patient extends his hand cordially, I shake it so as not to be rude, but I do it formally and ask the question: why is he so cordial? If the patient simply demonstrates good reproduction by his behavior, I shake his hand so that we understand each other: A pleasant ritual does not interfere with work. But if I feel despair when I shake his hand, I shake it firmly, as if to say that I understand his misfortune.

1. A hand extended to shake hands and turned back emphasizes its superiority. Sometimes both hands are involved in a handshake. For example, the right hand shakes the other person's hand, and the left hand grabs the other side. This handshake is called a "gloved handshake" because the other person's hand is covered with a glove. This handshake should be avoided at the first meeting. When a warm, friendly and fairly informal relationship has been established, you can resort to a “glove” handshake.

Finally, the fourth group consists of gestures of appropriation that usually accompany our feelings and emotions. They resemble the reactions of children and appear in situations of stress, excitement and become the first signs of anxiety. For example, when a person is upset, he may rub his earlobe or clothing, and in difficult situations he may scratch the back of his head.

Gas

A glance is one of the most powerful “weapons”. The look can be hard, prickly, friendly, happy, open, hostile. “Eye contact has a powerful influence on the flow of a conversation and reveals the inner mood of the interlocutor. This may be an attempt to establish control, deception, submission, tenderness. When communicating in person, we look carefully at our partner's face.

We can use eye signals to determine the posture and mood of the interlocutor. When people first meet, they immediately make certain assumptions about the other person, usually based on what they see. 3 Usually, when people meet, they look into each other's eyes for a moment and then look away. Why? The question is not simple, and there is no clear answer to it. One possible interpretation of this signal: eye contact means the interlocutors trust each other, their openness, and a belated look into the partner’s eyes indicates a desire for dominance.

It is interesting that a woman with a smile can allow a man to look directly into her eyes a little longer. Reverse eye contact has the same effect. However, you should not abuse this “permission”, otherwise you can get a rather aggressive reaction. In general, slight hesitations when looking at a person, especially at the end of a meeting or in the most critical moments, can mean “I trust you” (with a glance, usually accompanied by a slight nod of the head), or “I am not afraid of you.”

When a person speaks, he tends to look at his partner less often than when he listens. During his own speech, it is not uncommon for a speaker to distract his eyes in order to collect his thoughts. An intermittent glance during a pause usually means: “I haven’t said everything yet, please don’t interrupt me.” Looking away while your partner is listening has a completely different meaning, for example: “I don’t quite agree with you; I have objections; it's not obvious; I have doubts; I need to think about it.”

Shifting your gaze to the side too often during a conversation may indicate that the person is nervous or has little interest in the conversation and wants to end it as soon as possible.

Characteristics of Group Psychology

Society is a system of interaction between individuals and groups with different content, complexity and functions. In large groups, the individual is identified socially and psychologically by gender, age, socio-economic status, professional, ethnic and political affiliation.

In small groups, the real life process is carried out, social, communicative and psychological characteristics, skills, and abilities are formed and practiced. That is, groups are objectively existing communities that ensure the process of socialization of the individual. A distinction is made between groups, organizations and groups.

Groups can be formal or informal. A formal group is created as an element of a larger community with predetermined goals. For example, a group working on a research project or a student group. However, it should be noted that the research group is united around the purpose of the activity, while the student group is organized externally in the interests of the educational process. An informal group is an association of people on a topic of interest only to themselves, for example, a group of friends or a group of Czech beer lovers.

The psychology of a group is a system of socio-psychological phenomena that arise in the process of its functioning. These include: moral and psychological climate, distribution of roles, information transmission system, communication methods, types of conflicts, norms, rituals and traditions. In addition, three areas can be distinguished in group psychology:

• Psychology of professional activity: relationships of subordination between boss and subordinates, division of labor and coordination of efforts in solving common problems, “man-machine” relations. In a student group, for example, it is the attitude to study, relationships with teachers, the distribution of student roles - who takes notes in lectures, who answers first in exams. At the department: relationships between teachers and the head of the department, division of pedagogical, methodological and organizational responsibility, attitude towards students.
• Sphere of values: the relationship between personal and corporate values. For example, for us Russians, unfortunately, public criticism of our country is typical; in America, the norm is the difference between personal views and the necessary loyalty in statements.
• Sphere of interpersonal relations: Sympathy, friendship, love and enmity that bind group members. The satisfaction or dissatisfaction of group members with their activities and position, along with the system of ethical standards, is expressed in the moral and psychological climate of the group. In this process, a person may be a formal member of the group, but not feel psychological unity with it.

Group norms

In the context of group development and business communication in a group, the issue of conformity requires special attention. Conformity is the free or forced acceptance of group norms. In what cases will a person be, maybe should, or will be a conformist?

• The more difficult the task or the more incompetent the person, the higher the level of conformity. That is, if a person has to solve a problem that he has never solved before, he will rather act according to a pattern or “how it is done in such cases” than to show independence.
• Conformity is higher when a decision or statement is made public.
• A person demonstrates the highest conformity when in a group 2-3 people are attractive to him and have a high status.

It should be noted that conformity is, in fact, a normal and desirable style of behavior in a group. If you have “we-feelings”, promote a positive image of the group, organization, team, do not oppose yourself to others, and wisely follow group norms, then the group provides you with psychological comfort.

In addition to conformism, there is also the opposite position - non-acceptance of group norms. It also exists in various forms:

• Resistance to established traditions of work and communication. At the heart of all change is a minority, even a minority of one. Minorities are the people who offer a “game changer.” The minority that is stronger in its position has more influence than the majority. The minority tends to create self-doubt among the majority. A stubborn minority destroys the illusion of unanimity. Those who consistently pursue their goals and are endowed with the charisma of self-confidence change the course of history;
• Nonconformism is an open disregard for group norms. This awareness and behavior is typical of adolescents and open-minded individuals. They can manifest themselves in public criticism of the group’s activities, disregard for traditions and rituals, a demonstrative rejection of corporate ethics and the desire to maintain a positive image of the group.

Principles of conducting a business conversation

Psychological preparation for a business conversation and the partner’s mentality are very important, but not decisive factors. The outcome depends on your preparation, but is determined by how the conversation is set up. To avoid obvious mistakes when organizing a conversation, psychologists recommend applying the following basic principles.

• Rationality. During a conversation, you need to be restrained, even if your partner shows emotions. For what? Firstly, uncontrolled emotions always negatively affect the decision. Secondly, there is a psychological rule that says: “The one who is calm wins the discussion.” Calmness and rationality are the best response to your partner's emotional outburst.
• Understanding . Understand your partner. He is trying to explain his position and opinion to you. But due to lack of attention to his point of view, the goal cannot be achieved. And this leads to irritation and may make the interlocutor not understand your position. Remember that before you can influence your partner's position (and change it in the right direction - that's your goal!), you must understand it.
• Attention . We've learned that our attention fluctuates during conversations. And this happens even when there are no distractions. Concentration and attention change during a conversation. The human psyche is designed in such a way that from time to time it needs pauses in receiving information. At these moments, attention unconsciously wanders, and your interlocutor seems to “give up” for several minutes, disconnecting from the conversation. At such moments, it is necessary to verbally or non-verbally grab his attention in order to restore the interrupted contact. The best way to do this is to ask: “Are you listening to me?
• Reliability. You should not give false information in a conversation, even if a person does it. Otherwise, a tactical gain (which can sometimes happen) can turn into a strategic loss.
• Thesis. Setting a boundary between the person you are talking to and the topic of conversation is an important psychological principle. When communicating, we often identify what our partner says with ourselves (with his personality) or even with our attitude towards him.

Pleasant information conveyed by an unpleasant interlocutor loses half of its attractiveness. Our personal attitude towards a person we don’t like often makes it difficult to objectively assess the information he conveys.

To avoid this, pay attention first of all to what is being communicated to you, and not to what and how it is being communicated. In a word, separating facts from opinions (assessments) and opinions from emotions is the principle of constructive conversation.

The above principles of conducting a business conversation are quite general. Experts in the field of communication psychology filled them with content and established rules for conducting business conversations. These rules can be called “safety precautions” in business communication.

Rules for conducting a business conversation

1. Double interest. Each interlocutor has a double interest:

• from the point of view of the facts discussed during the conversation,
• in terms of their interaction with their partner. In other words: When people communicate, they think not only about what is being discussed, but also about how their future relationships will develop. Maintaining good (constructive) relationships is no less important than exchanging information. This is why we often choose not to discuss certain things with our loved ones for fear of damaging our relationships.

Psychologists recommend that every step of the conversation be conducted in a way that promotes, rather than disrupts, your relationship with your subordinates. The problem is that relationships are usually tied to the topic of conversation, the topic of conversation. That's why:

• Don't jump to conclusions about the other person's intentions based on your own fears. In short, don't confuse your own fears with his plans. Your problem isn't that your partner is at fault. It's easiest to blame him, even if it's his own fault. Your words, although fair, are usually unproductive. Your attack causes the enemy to be defensive and contradict what you are communicating;
• Listen carefully and show that you heard what was said. Listening is an active process! We'll talk more about how to make it productive later, but for now I just want to emphasize the importance of listening;
• talk about your interests, what you want. The person you're talking to may not have a clue, and you may not know what their interests are. If you want your interests to be taken into account, you must explain what they are. Be specific and clear in what you say;
• Look forward, not behind. You'll get there faster if you talk about what you want to achieve rather than what happened. Instead of arguing with a person about the past, which you still cannot change, talk about the future. Don't ask for explanations for yesterday's actions; it is much more productive to think about who should do what tomorrow.

2. Pay attention to your partner. For once, I would even say that paying attention to your partner is an important rule. If you present yourself to your partner as an interested listener, it will be much easier for both him and you. To do this:

• Compare your partner’s speech with phrases like “Yes!”, “I see what you’re getting at...”, “That’s interesting...”, “Nice to hear that.” If done casually and constructively, and accompanied by appropriate nonverbal cues, such a response will create a subconscious desire to speak freely and without restrictions. This will help express agreement, interest, understanding;
• show a desire to receive additional facts and clarify the interlocutor’s position using the phrases: “Please clarify...”, “Please repeat again...”, “As I understand you...”, “You can correct me if I’m wrong...”, “ In other words, you think that...” etc.;
• Address your partner by name (last name and patronymic) as often and as often as possible;
• Don't say hurtful words - remember the law of the emotional mirror: nervousness makes the other person nervous, anger makes the other person angry, and aggression makes the other person aggressive. To ensure your words have an impact, be sensitive and non-offensive;
• choose your words carefully, pointing out your partner’s mistakes and inaccuracies. Anyone can make a mistake, and a sharp retort like “This is completely wrong!” or “You're wrong!” kills the message, hurts the other person’s self-esteem, and thereby destroys the contact. You can tell someone that they are wrong just as eloquently, with a look, a gesture, or a tone, as with a word. But it is unacceptable to humiliate your own dignity. Saying, “You’re wrong, and I’ll prove it to you,” is the same as saying, “I’m smarter than you.” It's better to say something different, like, “I think differently. But of course I could be wrong. I hope you can correct me if I’m wrong about something.” As you can see, in the psychology of communication, the shortest path to expressing your thoughts is not always the best.

3. Look for commonalities. Every business conversation, from a psychological point of view, is a search for mutual understanding (a common point of view of a common approach to the issue under discussion). To make it easier to find common ground:

• Don't start a conversation with issues on which you disagree. It is necessary that the interlocutor from the very beginning confirms (say, “Yes!”) your question or agrees with your idea.

From a psychological point of view, if a negative answer is given, then the person is in a position that requires him to appear true to what is said. It takes time (and sometimes a lot of time) for your interlocutor to understand that his “No!” was inappropriate.

It is no coincidence that people intuitively start a conversation on a common topic, for example, by exchanging opinions about the weather. Usually their opinions are the same. Of course, it would be funny if every business conversation started with a conversation about the weather. A professional always has a set of prepared questions that can only be answered “yes”;

• Don't be so quick to say “No!” to your partner's proposal. It is better to use the “Yes, but...” technique. For example, in response to an unacceptable proposal, it is best to say: “Yes, but I want it to be respected...”. (here you tactfully state your condition).” This technique forces the interlocutor to look for ways to take into account your interests and creates the feeling that the approach he proposes is acceptable to you.

4. Avoid arguments. Everyone knows that truth is born in a dispute. However, this is also not without controversy. Of the two arguing, each is trying to win. Well, the surest way to win an argument is to avoid it. How do we do this?

• During a debate, never say categorically and directly that you think your interlocutor is wrong. It will be better if you show that you respect their opinion, whatever it is;
• if you are wrong (which, of course, is possible), admit it quickly and clearly.

5. Safe criticism. Criticizing the position, point of view or side of your counterparty is not necessarily a feature of a business conversation. Remember that this is a very dangerous weapon. This is a dangerous and double-edged sword that can harm both sides of the conversation. Therefore, criticism should only be used as a last resort and only if the following guidelines are followed.

• You must create a psychological context that is comfortable for your interlocutor. It's your job. It is generally easier to accept criticism if it is followed by recognition. It's good to use phrases like:

-I appreciate you raising this issue with your usual candor. However.

-Your words show that you are sincerely concerned about the outcome of the case. But still…

-There is a rational basis for what you say. But in other way.

• Point out your own mistakes before criticizing. It will be psychologically easier for your interlocutor to listen to his list of shortcomings if he begins by admitting that he himself is not ideal;
• It is wiser to admit your own shortcomings than to listen to external condemnation. This is a good way to “disarm” your opponent;
• If you want people to adhere to your point of view, let them know that the idea you are presenting belongs to them.

6. Speech. Experts say that in a business conversation, it is not so much the arguments that are convincing, but the form in which they are presented. Persuasive speech and persuasive arguments are not the same thing. Try to present the “strongest” arguments during a business meeting in a conversational tone, stuttering, stuttering, and you will see that they lose their persuasive power. Tone and pace of speech, logical pauses, etc. - very good tools for effective communication. Mastering them and raising your voice, of course, requires special training. You can start with the following:

• Change the tone of your voice, because monotony “lulls you to sleep” and distracts your attention. A sudden rise or fall makes a word or phrase stand out from the crowd;
• Changing the tempo of speech makes it more expressive;
• pause before and after an important thought;
• control the volume of your speech. Lowering the volume during an “important” moment in a conversation is the best way to get attention.

7. The word trap . Experience shows that using certain words dramatically reduces the effectiveness of a conversation. The best thing you can do is eliminate them from your vocabulary. What are these words?

• Words are parasites: like, here, well, it means, as they say, in fact, in general, in short.
• offensive words;
• the words "on occasion". You should avoid statements like these:
• I'm no expert (even if you really aren't).
• I, of course, do not say (only a professional speaker can afford to use such words, and only in strictly defined cases). If you say this, your interlocutor may wonder whether they should listen to you further.

Moreover, such statements are completely unacceptable.

-Let's talk about this for a minute...

-I was just nearby and stopped by. When you say this, you are showing that you are not interested in the conversation, let alone the person you are talking to.

In a nutshell, these are the basic rules for “safety” of business communication.