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In social psychology, there is a large number of experimental studies that clarify the conditions and methods for increasing the effect of speech influence, which have been studied in sufficient detail both the forms of various communication barriers and the ways to overcome them. Thus, an expression of resistance to the acceptance of information (and, therefore, to the influence exerted) can be a disconnection of the listener's attention, a decrease in the opinion of the communicator's authority, a deliberate "misunderstanding" of the message.
Accordingly, every speaker must have the ability to re-engage the listener's attention, to attract him with something, to confirm his authority, to improve the manner of presenting the material, etc. ritual) nature of communication and other indicators.
The set of certain measures aimed at increasing the effectiveness of speech impact is called "persuasive communication" .
Also, the characteristics of the communicator are comprehensively described, contributing to the increase in the effectiveness of his speech, in particular, the types of his position during the communicative process are identified.
There can be three such positions:
- open - the speaker openly declares himself to be a supporter of the stated point of view, assesses various facts in support of this point of view;
- detached - the speaker is emphatically neutral, compares conflicting points of view, not excluding orientation to one of them, but not openly declared;
- closed - the speaker is silent about his point of view, sometimes even resorts to special measures to hide it.
Naturally, the content of each of these positions is set by the goal, the task that is pursued in the communicative influence, but what is important is that, in principle, each of these positions has certain possibilities for increasing the effect of influence.
No matter how important feelings, emotions, relationships of people are, business communication (but not communication of close people) presupposes not only and not so much the transfer of emotional states as the transfer of information. The content of information is transmitted through language, that is, it takes a verbal, or verbal, form. At the same time, the meaning of information is partially distorted, and its loss partially occurs.
Psycholinguists offer the following nine rules for successful communication.
1. Create a competent, understandable and not cumbersome sentence structure. Long sentences make it difficult to understand, as they are difficult and grammatically unclear. To understand them, the partner needs concentration and attention. In addition, they make it difficult to understand the issue, the meaning is often lost in subordinate clauses.
2. Use short sentences (8-15 words) that formulate a complete idea. Conjunctions such as “and”, “since”, “what”, “but”, “because”, etc., try not to use. Short sentences are always accurate and descriptive.
3. The voice is the most powerful tool of persuasion. The expressiveness of the voice is perceived by the partner not so much by the mind as by the feeling. Your voice evokes sympathy or antipathy. Monotony of speech is often the cause of business communication failure.
4. Pauses interrupt the flow of speech. They also perform psychological functions: they increase attention, soothe, emphasize what is said and help to take a break.
5. Expand your active vocabulary. The quality and quantity of vocabulary enhances the influence of the utterance. The passive dictionary, depending on the level of education, consists of 30-50 thousand words. Active vocabulary (words used in spontaneous speech) consists of 3-12 thousand words.
6. Use verbs more often than nouns. Verbs give the statement clarity, and in nouns, for the most part, abstract semantic meaning is laid. Under the words "school", "pen", "house", "car" everyone can imagine a corresponding object with specific individual differences. The use of verbs helps to form a specific picture from an unclear representation. If possible, do without adjectives - they can be perceived with a different expressive color from you.
7. Use an active, not a passive, form of the verb. In the active form, the verb becomes more lively. For example: "I invited him", not "He was invited by me." Passive acts impersonally, creates distance between partners and carries minimal emotional stress.
8. Don't use impersonal language. Formulations such as “According to this, one can understand that ... *, as well as the large numbers given, operate remotely and impersonally. The subjunctive mood - "I would say ... *," I would believe ... "," I would (would) ... "," I should ... "- does not express a decisive act, but rather creates distance between interlocutors.
9.A serious problem arises when the partner does not fully understand or otherwise interprets the meaning of the word or statement that you put into them. Therefore, it is advisable at the very beginning of the conversation to clarify the concept, telling your partner what you specifically mean by it.
The listed rules emphasize the inseparability of the verbal and non-verbal characteristics of the communication process.
Much in understanding information also depends on how competently, clearly and concisely we express our thoughts, carrying out verbalization. There are the following reasons that make it difficult to transfer information from one partner to another:
• inaccuracy of the statement;
• imperfection of recoding thoughts into words;
• inappropriate use of professional terms;
• misinterpretation of the interlocutor's intentions;
• excessive use of foreign words;
• incomplete informing of the partner.
• fast pace of presentation of information;
• the presence of semantic breaks and leaps of thought;
• incomplete concentration of attention;
• not using different channels of perception,
• ornate thought;
• the presence of a logical contradiction in the thesis;
• inappropriate intonation, facial expressions and gestures that do not coincide with words.
Each of us noticed that in the process of daily communication, some messages are decoded and interpreted differently from the addressee intended. Mistakes so often happen that the so-called "Murphy's Law" can be applied to the communication process: "If there is even one chance that communication will not take place, then it will happen." An error, like noise, can occur in any element of the system. There may be too little time for decoding, the feedback message may not reach the goal, the wrong communication channel may be chosen, cultural and psychological factors may create too much noise.
There are ten criteria for unsuccessful communication:
1) Lack of information.
In cases where information on any issue is incomplete, people usually start looking for other sources of information, or independently think out what this information could be. It is very common in organizations when management, believing that subordinates should not be overloaded with unnecessary information, gives them less information than is necessary to get the job done. As a result, this state of affairs negatively affects the activities of the organization.
2) Excess information .
If the message contains too much information, then the natural reaction of the recipient will be to ignore most of this information, because it is much easier to discard the entire message than to parse it. It may happen that, due to the large amount of information, the addressee cannot or does not have time to process the entire message and takes the wrong information as the most important.
3) Low value of information .
The optimal amount of information is not always the key to successful communication, because the quality of the information itself can be poor. An example is the situation when you ask your programmer friend for advice on how to solve a problem with a computer, and in response you get a few incomprehensible phrases, half consisting of technical terms and computer slang. In such a situation, neither you nor your friend will be happy with the result of communication - you are just wasting your time.
Other examples of low value information can be outdated, ambiguous, illogical messages.
Time problems.
Even with the necessary information, a lack of time to decode and process it leads to a communication failure. The same result is a consequence of receiving information too late and too early. In the latter case, the addressee simply "postpones" the message in order to process it later, and as a result may forget about it. The timing of information submission is no less important than such parameters as quantity and quality.
Accordingly, every speaker must have the ability to re-engage the listener's attention, to attract him with something, to confirm his authority, to improve the manner of presenting the material, etc. ritual) nature of communication and other indicators.
The set of certain measures aimed at increasing the effectiveness of speech impact is called "persuasive communication" .
Also, the characteristics of the communicator are comprehensively described, contributing to the increase in the effectiveness of his speech, in particular, the types of his position during the communicative process are identified.
There can be three such positions:
- open - the speaker openly declares himself to be a supporter of the stated point of view, assesses various facts in support of this point of view;
- detached - the speaker is emphatically neutral, compares conflicting points of view, not excluding orientation to one of them, but not openly declared;
- closed - the speaker is silent about his point of view, sometimes even resorts to special measures to hide it.
Naturally, the content of each of these positions is set by the goal, the task that is pursued in the communicative influence, but what is important is that, in principle, each of these positions has certain possibilities for increasing the effect of influence.
No matter how important feelings, emotions, relationships of people are, business communication (but not communication of close people) presupposes not only and not so much the transfer of emotional states as the transfer of information. The content of information is transmitted through language, that is, it takes a verbal, or verbal, form. At the same time, the meaning of information is partially distorted, and its loss partially occurs.
Psycholinguists offer the following nine rules for successful communication.
1. Create a competent, understandable and not cumbersome sentence structure. Long sentences make it difficult to understand, as they are difficult and grammatically unclear. To understand them, the partner needs concentration and attention. In addition, they make it difficult to understand the issue, the meaning is often lost in subordinate clauses.
2. Use short sentences (8-15 words) that formulate a complete idea. Conjunctions such as “and”, “since”, “what”, “but”, “because”, etc., try not to use. Short sentences are always accurate and descriptive.
3. The voice is the most powerful tool of persuasion. The expressiveness of the voice is perceived by the partner not so much by the mind as by the feeling. Your voice evokes sympathy or antipathy. Monotony of speech is often the cause of business communication failure.
4. Pauses interrupt the flow of speech. They also perform psychological functions: they increase attention, soothe, emphasize what is said and help to take a break.
5. Expand your active vocabulary. The quality and quantity of vocabulary enhances the influence of the utterance. The passive dictionary, depending on the level of education, consists of 30-50 thousand words. Active vocabulary (words used in spontaneous speech) consists of 3-12 thousand words.
6. Use verbs more often than nouns. Verbs give the statement clarity, and in nouns, for the most part, abstract semantic meaning is laid. Under the words "school", "pen", "house", "car" everyone can imagine a corresponding object with specific individual differences. The use of verbs helps to form a specific picture from an unclear representation. If possible, do without adjectives - they can be perceived with a different expressive color from you.
7. Use an active, not a passive, form of the verb. In the active form, the verb becomes more lively. For example: "I invited him", not "He was invited by me." Passive acts impersonally, creates distance between partners and carries minimal emotional stress.
8. Don't use impersonal language. Formulations such as “According to this, one can understand that ... *, as well as the large numbers given, operate remotely and impersonally. The subjunctive mood - "I would say ... *," I would believe ... "," I would (would) ... "," I should ... "- does not express a decisive act, but rather creates distance between interlocutors.
9.A serious problem arises when the partner does not fully understand or otherwise interprets the meaning of the word or statement that you put into them. Therefore, it is advisable at the very beginning of the conversation to clarify the concept, telling your partner what you specifically mean by it.
The listed rules emphasize the inseparability of the verbal and non-verbal characteristics of the communication process.
Much in understanding information also depends on how competently, clearly and concisely we express our thoughts, carrying out verbalization. There are the following reasons that make it difficult to transfer information from one partner to another:
• inaccuracy of the statement;
• imperfection of recoding thoughts into words;
• inappropriate use of professional terms;
• misinterpretation of the interlocutor's intentions;
• excessive use of foreign words;
• incomplete informing of the partner.
• fast pace of presentation of information;
• the presence of semantic breaks and leaps of thought;
• incomplete concentration of attention;
• not using different channels of perception,
• ornate thought;
• the presence of a logical contradiction in the thesis;
• inappropriate intonation, facial expressions and gestures that do not coincide with words.
Each of us noticed that in the process of daily communication, some messages are decoded and interpreted differently from the addressee intended. Mistakes so often happen that the so-called "Murphy's Law" can be applied to the communication process: "If there is even one chance that communication will not take place, then it will happen." An error, like noise, can occur in any element of the system. There may be too little time for decoding, the feedback message may not reach the goal, the wrong communication channel may be chosen, cultural and psychological factors may create too much noise.
There are ten criteria for unsuccessful communication:
1) Lack of information.
In cases where information on any issue is incomplete, people usually start looking for other sources of information, or independently think out what this information could be. It is very common in organizations when management, believing that subordinates should not be overloaded with unnecessary information, gives them less information than is necessary to get the job done. As a result, this state of affairs negatively affects the activities of the organization.
2) Excess information .
If the message contains too much information, then the natural reaction of the recipient will be to ignore most of this information, because it is much easier to discard the entire message than to parse it. It may happen that, due to the large amount of information, the addressee cannot or does not have time to process the entire message and takes the wrong information as the most important.
3) Low value of information .
The optimal amount of information is not always the key to successful communication, because the quality of the information itself can be poor. An example is the situation when you ask your programmer friend for advice on how to solve a problem with a computer, and in response you get a few incomprehensible phrases, half consisting of technical terms and computer slang. In such a situation, neither you nor your friend will be happy with the result of communication - you are just wasting your time.
Other examples of low value information can be outdated, ambiguous, illogical messages.
Time problems.
Even with the necessary information, a lack of time to decode and process it leads to a communication failure. The same result is a consequence of receiving information too late and too early. In the latter case, the addressee simply "postpones" the message in order to process it later, and as a result may forget about it. The timing of information submission is no less important than such parameters as quantity and quality.
