Conversation is one of the main ways we interact in the business environment and yet it\u2019s highly susceptible to miscommunication and misunderstandings. Our everyday familiarity with conversations often makes us blind to the subtle changes that take place during the course of a conversation. Examining it will help you to consider its components, predict the next turn, anticipate an opening or closing, and make you a better conversationalist. Steven Beebe, Susan Beebe, and Mark Redmond (2002) break conversation down into five stages that we will adapt here for our discussion.<\/b><\/p>\r\n\r\n1. Initiation<\/h3>\r\n
As the first stage of conversation, initiation requires you to be open to interact and perhaps use small talk to prime yourselves for the intended topic. You may communicate openness with nonverbal signals such as approaching someone, stopping four feet away, facing them, making eye contact, and smiling. When a degree of unfamiliarity comes between the two speakers, small talk helps \u201cbreak the ice\u201d to clear a path toward the topic at hand. Asking how they\u2019re doing, a casual reference to the weather (\u201cNice day, eh?\u201d) or a brief back-and-forth about the weekend requires someone to begin the exchange. For the very shy, this may trigger some anxiety whereas extraverts delight in this stage, and \u201cambiverts\u201d (e.g., natural introverts who have learned to play the extravert game) do it in recognition of its necessity (Bradberry, 2016)<\/a>. If status and hierarchical relationships are a factor, cultural norms may determine who speaks when. Usually, however, initiation just requires a willingness to engage in conversation and a purpose\u2014something to talk about after clearing the small-talk hurdle.<\/b><\/p>\r\n\r\n The preview verbally or nonverbally indicates the conversation topic. A word or two in the subject line of an email performs the same job, but in conversation this can be done as easily as just summarizing the topic in a few words (e.g., Can I ask you about how I can minimize my tax liability?<\/em> or Let\u2019s talk about some basic heavy-equipment safety guidelines before we get started<\/em>). People are naturally curious and also seek certainty, so a preview conveniently reduces uncertainty by taking a direct approach to signal the speaker\u2019s intent.<\/p>\r\n A general reference to a topic may also approach a topic indirectly, allowing the recipient to either pick up on the topic and to engage in the discussion or to redirect the conversation away from a topic they aren\u2019t ready to talk about. For instance, a manager needing to talk to an employee about being late for work too often might start off by saying, \u201cThat was some nightmare traffic on the highway this morning, eh?\u201d Depending on the employee\u2019s response, the manager could then say what they do to get to work on time, suggesting that the employee should do the same. To reinforce the point, the manager could finally explain that continuing to arrive late will affect the employee\u2019s job security. The savvy communicator would be able to infer from the initial question about traffic where the manager\u2019s going with this line of questioning and may even begin to offer up a convincing excuse for why they\u2019re late and suggest a compromise such as a plan to stay later or make up the lost hours by working from home on the weekend.<\/b><\/p>\r\n\r\n You get down to business when you reinforce the goal orientation of the conversation. In workplace communication, we often have a specific goal or series of points to address, but we can\u2019t lose sight of the messages\u00a0within the discussion of content. You may signal to your conversation partner that you have three points you need to cover, much like outlining an agenda at a meeting. This may sound formal at first, but in listening to casual conversations, you\u2019ll often find a natural but unacknowledged list of subtopics leading to a central point where the conversational partners arrive. By clearly articulating the main points, however, you outline the conversation\u2019s parameters to keep it efficiently on track rather than prone to digress from the main point.<\/b><\/p>\r\n\r\n Similar to the preview stage, this feedback allows speakers to clarify, restate, or discuss the talking points to arrive at mutual understanding. In some cultures, the points and their feedback may recycle several times, which may sound repetitious in the West where speakers typically prefer to get to the point and move quickly to the conclusion once they\u2019ve achieved understanding. If so, then a simple \u201cAre we good?\u201d might be all that\u2019s necessary at the feedback stage. Communication across cultures, on the other hand, may require additional cycles of statement and restatement to ensure understanding, as well as reinforcement of the speakers\u2019 relationship. Time may be money in some cultures, but spending time is a sign of respect in cultures with rigid social hierarchies. The feedback stage offers an opportunity to make sure the information exchange was successful the first time. Failure to attend to this stage can lead to the need for additional interactions, reducing efficiency over time.<\/b><\/p>\r\n\r\n Accepting feedback on both sides of the conversation often signals the transition to the conversation\u2019s conclusion. Closings mirror the initiation stage in that they can be signalled verbally (e.g., \u201cOkay, thanks! Bye\u201d) or nonverbally, such as stepping back and turning your feet and body in the direction of where you\u2019re about to go next in preparation to disengage while still facing and speaking with the other.<\/p>\r\n Sometimes a speaker introduces new information in the conclusion, which can start the process all over again. If words like \u201cin conclusion\u201d or \u201cokay, one last thing\u201d are used, a set of expectations is now at play and the listener expects a conclusion in the very near future. If the speaker continues to recycle at this point, the listener\u2019s patience will be stretched and frustration may set in. They will have mentally shifted to the next order of business, so this transition must be negotiated successfully to maintain good relations between speakers. Mentioning a time, date, or place for future communication clearly signals that the conversation, although currently concluded, will continue later. \u201cI\u2019m just heading to a meeting right now but I\u2019ll catch you back on the fifth floor tomorrow afternoon, K?\u201d for instance, allows you to respectfully disengage.<\/p>","rendered":" Conversation is one of the main ways we interact in the business environment and yet it\u2019s highly susceptible to miscommunication and misunderstandings. Our everyday familiarity with conversations often makes us blind to the subtle changes that take place during the course of a conversation. Examining it will help you to consider its components, predict the next turn, anticipate an opening or closing, and make you a better conversationalist. Steven Beebe, Susan Beebe, and Mark Redmond (2002) break conversation down into five stages that we will adapt here for our discussion.<\/b><\/p>\n As the first stage of conversation, initiation requires you to be open to interact and perhaps use small talk to prime yourselves for the intended topic. You may communicate openness with nonverbal signals such as approaching someone, stopping four feet away, facing them, making eye contact, and smiling. When a degree of unfamiliarity comes between the two speakers, small talk helps \u201cbreak the ice\u201d to clear a path toward the topic at hand. Asking how they\u2019re doing, a casual reference to the weather (\u201cNice day, eh?\u201d) or a brief back-and-forth about the weekend requires someone to begin the exchange. For the very shy, this may trigger some anxiety whereas extraverts delight in this stage, and \u201cambiverts\u201d (e.g., natural introverts who have learned to play the extravert game) do it in recognition of its necessity (Bradberry, 2016)<\/a>. If status and hierarchical relationships are a factor, cultural norms may determine who speaks when. Usually, however, initiation just requires a willingness to engage in conversation and a purpose\u2014something to talk about after clearing the small-talk hurdle.<\/b><\/p>\n The preview verbally or nonverbally indicates the conversation topic. A word or two in the subject line of an email performs the same job, but in conversation this can be done as easily as just summarizing the topic in a few words (e.g., Can I ask you about how I can minimize my tax liability?<\/em> or Let\u2019s talk about some basic heavy-equipment safety guidelines before we get started<\/em>). People are naturally curious and also seek certainty, so a preview conveniently reduces uncertainty by taking a direct approach to signal the speaker\u2019s intent.<\/p>\n A general reference to a topic may also approach a topic indirectly, allowing the recipient to either pick up on the topic and to engage in the discussion or to redirect the conversation away from a topic they aren\u2019t ready to talk about. For instance, a manager needing to talk to an employee about being late for work too often might start off by saying, \u201cThat was some nightmare traffic on the highway this morning, eh?\u201d Depending on the employee\u2019s response, the manager could then say what they do to get to work on time, suggesting that the employee should do the same. To reinforce the point, the manager could finally explain that continuing to arrive late will affect the employee\u2019s job security. The savvy communicator would be able to infer from the initial question about traffic where the manager\u2019s going with this line of questioning and may even begin to offer up a convincing excuse for why they\u2019re late and suggest a compromise such as a plan to stay later or make up the lost hours by working from home on the weekend.<\/b><\/p>\n You get down to business when you reinforce the goal orientation of the conversation. In workplace communication, we often have a specific goal or series of points to address, but we can\u2019t lose sight of the messages\u00a0within the discussion of content. You may signal to your conversation partner that you have three points you need to cover, much like outlining an agenda at a meeting. This may sound formal at first, but in listening to casual conversations, you\u2019ll often find a natural but unacknowledged list of subtopics leading to a central point where the conversational partners arrive. By clearly articulating the main points, however, you outline the conversation\u2019s parameters to keep it efficiently on track rather than prone to digress from the main point.<\/b><\/p>\n Similar to the preview stage, this feedback allows speakers to clarify, restate, or discuss the talking points to arrive at mutual understanding. In some cultures, the points and their feedback may recycle several times, which may sound repetitious in the West where speakers typically prefer to get to the point and move quickly to the conclusion once they\u2019ve achieved understanding. If so, then a simple \u201cAre we good?\u201d might be all that\u2019s necessary at the feedback stage. Communication across cultures, on the other hand, may require additional cycles of statement and restatement to ensure understanding, as well as reinforcement of the speakers\u2019 relationship. Time may be money in some cultures, but spending time is a sign of respect in cultures with rigid social hierarchies. The feedback stage offers an opportunity to make sure the information exchange was successful the first time. Failure to attend to this stage can lead to the need for additional interactions, reducing efficiency over time.<\/b><\/p>\n Accepting feedback on both sides of the conversation often signals the transition to the conversation\u2019s conclusion. Closings mirror the initiation stage in that they can be signalled verbally (e.g., \u201cOkay, thanks! Bye\u201d) or nonverbally, such as stepping back and turning your feet and body in the direction of where you\u2019re about to go next in preparation to disengage while still facing and speaking with the other.<\/p>\n Sometimes a speaker introduces new information in the conclusion, which can start the process all over again. If words like \u201cin conclusion\u201d or \u201cokay, one last thing\u201d are used, a set of expectations is now at play and the listener expects a conclusion in the very near future. If the speaker continues to recycle at this point, the listener\u2019s patience will be stretched and frustration may set in. They will have mentally shifted to the next order of business, so this transition must be negotiated successfully to maintain good relations between speakers. Mentioning a time, date, or place for future communication clearly signals that the conversation, although currently concluded, will continue later. \u201cI\u2019m just heading to a meeting right now but I\u2019ll catch you back on the fifth floor tomorrow afternoon, K?\u201d for instance, allows you to respectfully disengage.<\/p>\n","protected":false},"author":847,"menu_order":2,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[48],"contributor":[],"license":[],"class_list":["post-440","chapter","type-chapter","status-publish","hentry","chapter-type-numberless"],"part":436,"_links":{"self":[{"href":"https:\/\/pressbooks.bccampus.ca\/businesswritingessentials2\/wp-json\/pressbooks\/v2\/chapters\/440","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pressbooks.bccampus.ca\/businesswritingessentials2\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/pressbooks.bccampus.ca\/businesswritingessentials2\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/pressbooks.bccampus.ca\/businesswritingessentials2\/wp-json\/wp\/v2\/users\/847"}],"version-history":[{"count":1,"href":"https:\/\/pressbooks.bccampus.ca\/businesswritingessentials2\/wp-json\/pressbooks\/v2\/chapters\/440\/revisions"}],"predecessor-version":[{"id":441,"href":"https:\/\/pressbooks.bccampus.ca\/businesswritingessentials2\/wp-json\/pressbooks\/v2\/chapters\/440\/revisions\/441"}],"part":[{"href":"https:\/\/pressbooks.bccampus.ca\/businesswritingessentials2\/wp-json\/pressbooks\/v2\/parts\/436"}],"metadata":[{"href":"https:\/\/pressbooks.bccampus.ca\/businesswritingessentials2\/wp-json\/pressbooks\/v2\/chapters\/440\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/pressbooks.bccampus.ca\/businesswritingessentials2\/wp-json\/wp\/v2\/media?parent=440"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/pressbooks.bccampus.ca\/businesswritingessentials2\/wp-json\/pressbooks\/v2\/chapter-type?post=440"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/pressbooks.bccampus.ca\/businesswritingessentials2\/wp-json\/wp\/v2\/contributor?post=440"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/pressbooks.bccampus.ca\/businesswritingessentials2\/wp-json\/wp\/v2\/license?post=440"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}2. Preview<\/h3>\r\n
3. Business<\/h3>\r\n
4. Feedback<\/h3>\r\n
5. Closing<\/h3>\r\n
1. Initiation<\/h3>\n
2. Preview<\/h3>\n
3. Business<\/h3>\n
4. Feedback<\/h3>\n
5. Closing<\/h3>\n