To ensure an efficient and effective conversation, there are three considerations:. Sometimes when you find yourself with nothing to contribute to a general conversation you may feel uncomfortable and inadequate. The impulse to get rid of the feeling by saying something is best resisted. To stay on topic is not enough.
One must stay in tune with the conversation. Otherwise one's remarks will grate on the rest of the company.
Age Sex Experience Superiority It is easier to talk with an inferior than Inferiority with a superior, but it is not easier to talk well. General Conversation The main purpose of general conversation is to exchange views. General conversation should conform to the following principles: The topic must be of general interest.
Moreover, more discretion is required in tapping these instincts if they are to produce good conversation. It is easy to stimulate most people to talk if you can find their pet peeve. Beware of doing this unless you share their viewpoint. Talk to someone especially a woman about their children and they are deeply interested.
The final message is a three-fold plan of action:. State your own point of view clearly and concisely with perhaps a little supporting evidence 3. Open navigation menu. Close suggestions Search Search.
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Charlie Houpert. Jump to Page. Search inside document. The Art of Conversation Desire only to please the people with whom you are talking and you will infallibly do so. A trifle whimsical If you find the world dull, the chances are that your companions will find you dull. To ensure an efficient and effective conversation, there are three considerations: 1.
General Conversation The main purpose of general conversation is to exchange views General conversation should conform to the following principles: The topic must be of general interest.
The final message is a three-fold plan of action: 1. Laing Vichet. Thomas Cook. Dean Amory. Rene Gallardo. Rami Ramonix. Anonymous ikURam. Mike Carner. Maria Ama. Mayur Winchester. More From SYed Hasan. SYed Hasan. Popular in Philosophical Science.
He is currently working on the development and delivery of postgraduate training in communication, knowledge management and social media.
If you refer to please ensure you seek permission from our the article, please ensure you acknowl- permissions officer. The citation for the journal is Please email any queries to or send an email to LTA. Now, just over 2, years after Socrates, research is supporting this idea. Research by Woolley et al7 in found evidence for a distinct collective intelligence in groups — an intelligence that was not related to the intelligence of the individual members of the groups.
Group intelligence was found to relate to how the members of the team worked together. This depended on the social sensitivity of the group members, and the readiness of the group to allow members to take equal turns in the conversation.
This was an unexpected result, and was not a designed part of the study. Further analysis indicated that this result was due to females, on average, having greater social sensitivity than males; in practice, the presence of socially-sensitive people of either gender produced better team performance. The idea monopoly? If this person plays a dominant role, then from this research it can be expected that the team performance will be lower than if all members were allowed to play equal roles.
This type of team conversation will also be different to the structure of business meetings held in many organisations, where a manager or chairperson will normally dominate the running of the meeting. The results of this research indicate that team performance in organisations can be improved by the selection of team members, and by teaching team members to interact in more socially-sensitive ways.
In any organisation where status, hierarchy or individualism are important, this approach may be challenging to implement effectively. Although these people may have a great deal to contribute to the team, they need to allow others to take turns in conversations.
In fact, most major ideas have come to fruition through the sharing and recombination of previously unrelated ideas. The adjacent possible Before any major breakthrough can be made, certain other things need to already have been put in place. At any given stage of human development, only certain things are achievable. It is only after these adjacent possibilities are achieved that the next steps can be taken.
For instance, before the printing press could be developed, three other things had to have already been invented: paper, ink and movable type. Once the appropriate basic steps have been taken, then the next breakthrough becomes available to all.
This will allow us to increase the options for the next possible move. One of the best ways to do this is through conversation. Get people with different knowledge and experience together; expose people to new ideas, different arguments, and both related and opposing ideas.
Use these discussions to mix-and-match the ideas, and see what new things emerge from the melting pot. Some of the most creative periods in history have been the times that such disparate gatherings have been commonplace, such as in the coffee-houses in Europe during the Enlightenment in the 17th century. Innovation requires similar places where different ideas can be brought and openly discussed. Hoarding ideas and keeping them secret will actually hinder innovation.
The development of the internet has provided a platform for connectivity between people on a massive scale — not only physically across the globe, but across areas of knowledge and all of the historical chasms between culture, language and class. In particular, the recent emergence of social media is providing the modern equivalent of the coffee-house conversation.
This indicates that the more we can provide places for broad, disparate groups of people to meet and hold open conversation, the better we can solve problems and innovate.
This research, by psychologist Oscar Ybarra,15 shows that certain types of conversation actually improve individual mental function. The type of conversation tested was a brief, friendly conversation — the type of conversation you have when getting to know another person. These conversations only need to be brief; 10 minutes is enough to make an impact.
This includes working memory, self-monitoring and focus — skills that are critical to problem-solving. Conversations that were of a more competitive nature were found to have no effect on mental function. It implies that introducing people around the table at a meeting can actually improve the problem-solving capabilities of the group.
Conversely, it again implies that holding meetings in a competitive environment actually suppresses the ability of the attendees to effectively solve problems. At a personal level, another lesson from this is that before we launch out on a major task, such as a major presentation or test, it would help to have a brief social chat with a friend or colleague! Community There are many conversational knowledge-sharing tools that can be used to achieve these goals.
This technique can be effectively used to support the types of conversation presented here. By their nature, CoPs operate outside the hierarchical control structures common in most organisations — they are intentionally a meeting of peers. This helps to prevent domination of group meetings. They are not operating in a competitive environment, and they are aimed at encouraging peer support.
This allows members to hold positive conversations. CoPs are also based on trust, which emerges as members come to know one another at a personal level.
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