2022年商務(wù)英語聽力指導：正式商業(yè)交流-研討會1新

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LessonOne

FormalVerbalCommunicationinBusinessI

正式商業(yè)溝通（1）–研討會/PPPartIObjectives

ProceduresofSeminarsLeadingandCommonlyUsedSentenceStructures

研討會各個程序及常用句型

QuestioningTechniques

提問技巧

ALeaderandAGoodListener,AttheSameTime

做好的聽眾，做好的

GivingCriticism

提出批判觀點的技巧/PP

PartIITheHow-Tos

LeadingSeminars/QuestioningTechniques

Generalproceduresofaseminar/lecture

1)Self-introduction

2)IntroductionofTopic

3)Describingsequencesandtiming

4)Highlightinginformation

5)Involvingtheaudience

6)Givinginstructions

7)Checkingunderstanding

8)Askingquestions

9)Clarifyingquestions

10)Evadingquestions

11)Invitingcomments

12)Interrupting

13)Transitions

14)Reformulations

15)Closing

LanguageReference

Self-introduction自我介紹

Goodmorning,I＇mandI＇vebeeninvitedtogivethistalk/presentation/lecturebecause

Ihavedoneresearchin/Ihaveaspecialinterestin/myexperienceisin

IntroductionofTopic話題介紹

Inmypresentation/talk/lecturetodayIshallbedealingwith

Thesubjectofmytodayis

WhatI＇dliketodotodayisintroduce/suggest/analyse/describe/explain

Mytopic/subjecttodayis

Ishallbedealingwith2/3/4….mainareas/topics/subjectstoday

DescribingSequencesandTiming程序介紹與時間支配

FirstIwantto/spendafewminutesoutlining/remindyouofthebackgroundto/summarisethe/explain/present

NextIshall/afterthatIwilltaketheopportunityofdescribing/

Thenwe＇lllookat

FinallyIwantto

HighlightingInformation重點介紹

(Rhetoricalquestions)

So,whatdoesthatmean?/Howcanweinterpretthis?/What＇stheexplanationforthis?/Whataretheimplicationsofthesefindings?

(Changeoffocus)

Whatthattellsusis/WhatI＇msuggestingis/Whatisclearisthat

(Introducingauxiliaryverb)

Soclearlywedoneedto--/Obviouslytheydidunderstandthat/Ofcourseyoudowantoknowwhy

InvolvingtheAudience聽者的參加

Let＇shaveashowofhands,howmanyofyouagreewith

I＇msureweallknowwhatit＇sliketo

Letmeaskyouspendacoupleofsecondsthinkingabout

Well,whatwouldyoudo,Iwonder

Justlookaroundtheroomandtakeanoteof/howmanymenarewearingatie/howmanypeoplearewearingjeans/theaverageageoftheparticipants

GivingInstructions賜予指示

Forthisexercise,wearegoingtoworkinpairs:groupsof3/4/5

Makeanoteofthesewords/figures

Readtheparagraphon

PleasenotethatIshallbetimingtheexerciseandyouhaveexactly7minutes

Nowcompletethequestionnaireandputyournameinthetopleft-handcorner

CheckingUnderstanding隨時觀看聽者反映

Iseveryonewithmesofar?

Arethereanyquestionsatthisstage?

Wouldanyonelikemetorunthroughthatagain?

Ifyouhaveanyproblemswiththedetail,don＇tworrybecausealltheinformationisinyourhandout

AskingQuestions詢問問題

Directquestions/open-ended:

What/why/how/where/when

Closedquestions:

Doyou/didyou

Delicatequestions:

Iwaswonderingif/couldIaskyou/wouldyoumindtellingme/ifit＇snotindiscreetI＇dliketoknow/mightIask/mayIask

ClarifyingQuestions澄清問題

Soyouwanttoknowabout/isitthefiguresthatworryyou/whenyousaydoyoumean/IfI＇veunderstoodthequestionyouwanttoknowabout

EvadingQuestions回避問題

That＇snotreallymyfield/that＇sabitoutsidethescopeoftoday＇stopic/Ihaven＇tgotthepreciseinformationwithmetoday/that＇snotreallyformetosay/I＇dneednoticeofthatquestiontoansweryouinfull/thisisnotreallytheplacetodiscussthatmatter/perhapsthat＇saquestionforanothermeeting

InvitingComments鼓舞并聽取意見

Hasanyonegotanyquestionsatthispoint?

Wouldanyoneliketocommentonthat?

Doesanyonedisagreewithmylastpoint?

Cananyoneconfirmmyexperience?

IfnobodyhasanyquestionsthenI＇llmoveon

Interrupting中斷

I＇dliketodiscussitfurther,butIthinkit＇stimetomoveon

CouldIjuststopyouthere

IfImightjustadd

I＇msurewe＇dallagree,butperhapsweshouldgetbacktothemainpoint

Transitions過渡

Ifwecouldnowturnto/mynextpointis/whatIwanttodonextis/let＇smoveonto/thatcompletesmyanalysisof/so,nowwearegoingto

Reformulations總結(jié)

IfImightjustgooverthatagain/so,insummary/justtoremindyouofthekeyfacts/themainpoints/theadvantagesof/mymainargumentswere

Closing結(jié)束

Thankyouforlisteningtometoday

Ihopeyouhavefoundmypresentationuseful

Thankyouforyourattention/PPQuestioningTechniques提問技巧

Reasonsforaskingquestions:

Toobtaininformation

Tofindouttheopinionsofotherpeople

Toaskotherpeopletocontributeideas

Tofindoutthereasonsbehindevents

Toseekconfirmation

Thestatusofthequestioner

Thequestionermayhaveanofficialneedtoaskquestions-work-role,legalpower,etc.,orthequestionermayhaveanentirelypersonalcuriositytosatisfy.Iftheroleisofficial,thequestionerneedstochoosethequestioningstylewithcareinordertoproducetherequiredresults.Questioningcanbequiteathreateningactivityinsomecircumstances.Forexample,ifthequestionerwantsinformation,thenthepersonwhohasthatinformationmayfeelthats/heisbeingaskedtogiveupsomethingthatrepresentsanadvantage.Ifthequestionerismerelycuriousinasocialsetting,thentheimportantpointisthelevelofdelicacyofthequestion.Inmostcultures,verypersonaldetailssuchashowmuchmoneyweearnistooprivatetoformthesubjectofquestionsbyothers.

Choicesofquestionstyle

Closedv.open

Closedquestionspermitonly＇yes＇/＇no＇answers.Theymaythereforebemorethreateningthanopenquestionsbecausetheyleavenoroomforexpansionorexplanation.Thequestionerneedstodecideifitwouldbemoretactfultoask:

Haveyoufinishedthatreportyet?

Or

Howareyougettingonwiththatreport?

Thefirstquestionimpliesthatthereportisnowdue;thesecondmerelyasksforaprogressstatement.Theopenquestionallowstherespondenttoelaborateanddoesnothaveovertonesofauthority.

Wh-typequestions

Questionsstartingwithquestionwords:what,when,why,who,how,areopenquestionsbuttheyarealsoverydirect.Toomanyquestionslikethishavetheflavourofaninterrogationandmaymakethepersonbeingquestionedfeeluncomfortable.Itmaybenecessarytoprefacethequestionswithphrasesthatshowthequestionerisawareoftheintrusivenessofthequestion:

MayIaskyou…

Couldyoutellme…

Wouldyoumindtellingme…

IwonderifIcouldaskyou….

Iwouldbeinterestedinknowing…

Ifit＇snotindiscreet,mayIask….

Iknowit＇snotreallymybusiness,but….

Facilitativestylesofaskingquestions

Iftheintentionofthequestionerisreallytoprompttheinterlocutorindisclosinginformationfreely,thenquestiontechniquesmaynotbeappropriateatall.Insteaditmightbebettertoechoandtoreformulateinordertogivetheinterlocutortheopportunitytoexpand.

Illustrativedialogue

A.Well,Iliveinaflatinaratherpoorpartoftown.

B.Poorpartoftown…?

A.Yes,it＇squitedirtyandthestreetsarebadlylit.That＇swhyIdon＇tlikegoingoutaloneatnight.

B.Soyou＇refrightenedtogooutalone?

A.Well,yesbecausewehearofattacksandmuggings.That＇swhyIwanttoleave.

Inthisdialogue,speakerBdoesn＇ttrytotaketheinitiative,butmerelyechoesandreformulatestopromptspeakerAtosaywhatworriesher.

PartIIILet’sTalkBusiness/PPLEADINGTHROUGHCHANGE:Listeningasaleader

Often,whenwethinkofcommunication,wethinkofspeaking,presenting,writing--deliveringamessageinsomeway.Butaneffectivecommunicatorisalsoadeptatreceivingmessages.Youwon＇tbudgepeopletowardagoaliftheydon＇tfeelthatthey＇vehadinput,thatthey＇vebeenheardandunderstood,andthatthevisionthey＇reworkingtowardisalsotheirownvision.Listeningtoyourfollowersistheonlywayyoucanmakethishappen./PPTobeagoodleader,HEAROUTwhatothershavetosay:/PPHoldjudgmentandholdeyefocusListencarefullyandwithanopenmind--ifyou＇redefensiveyoumaymisscriticalinformation.Don＇tformulateyouranswerwhileapersonisstillspeaking.Watchforsubtlebodylanguagethatmayofferextracluestothespeaker＇struemeaning.Also,holdeyefocus.Ifyoudon＇t＇lookatthepersonwhoisspeakingtoyou,youcan＇testablishtrust.Asaleader,youwantfollowerstotrustyouandbelieveinyou./PPEndallothertasks.Showrespectforpeoplebyputtingasideyourpaper,lunch,etc.,anddon＇ttakephonecalls.You＇llbebetterregarded,andyou＇llsavetime.Bydoingitrightthefirsttime,therewon＇tbemisunderstandingsoranyneedtorepeatinformation.Bereadytojobdownnotesasthepersonspeaks./PPAllowthespeakertofinish.Don＇tinterrupt.Don＇tchangethesubject.Don＇tfinishsentencesforthespeaker.Remainquietuntilyou＇resurethespeakerhascompletedhisorherthoughts./PPReadbetweenthelines.Asyoulistentothespeaker,listenforwhatmightbeleftunsaid.It＇snotalwayseasyforapersontoapproachsomeoneinamoreseniorpositionandtellitlikeitis.Ifyouwanttogetanhonestopinionofsomeofyourideasandactions,you＇llneedtoprobe.You＇llalsoneedtovaluethatfeedbackandthepersonwhogaveittoyou.Nevershootthemessenger./PPOutlineyourunderstanding.Oncethepersonisfinishedspeaking,reiteratewhatyoubelievetobethemainideas,issues,etc.Statethemsimplyand,ifpossible,trytorankthemfrommostimportanttoleast.Ateachstep,askthespeakerifyou＇vecorrectlyheardthemessage.Takethetimetobecertain,oryou＇vebothsimplywastedtime./PPUnderlinemajorpoints.Onceyouandthespeakeragreeonthemainideasthathavebeenuncovered,focusyourattentionononeortwoofthemostimportant:Whatneedstobedonerightnowtomakethespeaker--andyou--acknowledgethatsomethingpositivehasbeenaccomplished?Whatelsecanbedoneinthefuture?Setadatetorevisitthesemainideasandtodiscussprogress./PPTestthewaters.Takewhatyou＇velearnedandtestitwithothers.Whatareothersfeelingandthinking?Isthisanisolatedissue?Don＇ttakeitanylessseriouslybutifit＇samovementofsorts,you＇llneedtoaddressitdifferently.Testingthewatersallowsyoutoexploretherealneeds,fearsandhopesofyourfollowersandincorporatethemintoyoursharedvision.Remember,ifyou＇retryingtomovepeopleinanewdirection,youmustknowherethey＇recomingfrom./PPPeopledon＇talwaysneedleaderstoagreewiththemandactontheirsuggestions.Butpeoplealwaysdoneedtofeeltheirleadercaresenoughtolisten.Whenpeopleareuncertainwhattomorrowmaybring,aleaderwithareputationasagoodlistenermaybethemostprizedemployeeinanyorganization.Workhardtomakeyourselfthatperson./PP

PartIIIIExercisesandDiscussion/PPExercisetosensitizeyourquestioningtechniques.

1Writeontheboardalistof5or6prominentpeoplethateveryoneknows.Someofthesepeopleshouldbethesubjectofcurrentcontroversy.

2Writeaquestionofeachtype(seereasonsforaskingquestionsatthebeginningofthisunit)andaddresseachofyourquestionstooneofthepeopleyouhavelisted.

3Nowgradetheirquestionsforlevelsofdelicacyonascale1-5,with5beingthemostdelicate.

4Checktheirquestionsfortheappropriatenessoftheirstyle-aretheyopenorclosed;directorindirect?Adjustthephrasingofthequestionstosuitthelevelofdelicacy.

5Letsdiscusstheresults./PPGiveexamplesofsituationswhereopen/closedtypesofquestionsaregenerallyasked./PPChooseoneofthefollowingtopicsandmakeitintoaseminar.Trytoincorporateallthe15elementsmentionedinpartII.

-Howtoboilanegg

-Howtoorganizeapicnicforyourcompany

-KeyfactorsconsumersshouldbeawareofwhenpurchasingaDVDplayer/PPRewritetheconversationbetweenJohnandMaryinPartfive.Discussonthepossibleoutcomesoftheconversationwithyourpartner./PP

PartVSupplementaryMaterials

GivingCriticism

Whenit＇snecessarytocriticisetheworkofcolleaguesitisimportanttodosoinamannerthatissupportiveandthatpermitstheotherpersonfindwaysofimprovinghisorherperformance.Todothisweneedto:

Concentrateontheerror,notontheperson

Avoidgeneralizations

Providespecificexamplesoftheproblemsthatneedattention

Makehelpfulsuggestionsforimprovement

Avoidaone-sidedattack

Avoidinsinuationsandhints

Conductthecriticisminprivatesoasnottohumiliatetheotherperson

ReadthedialoguebelowandmakeanoteofthewaysinwhichJohnfailstoobservetheadvicegivenaboveinhiscriticismsofMary＇swork:/PPJohn:Comeinandtakeaseat,Mary.Thiswon＇ttakeaminute.

Mary:What＇sthisallabout,John?

John:WellI＇msorryMary,butI＇vecometotheconclusionthatyourwork＇sjustnotuptoscratch.Ineedtoseeabigimprovementifyouwanttostayhere.

Mary:Isee.IadmitIhavefoundthesefirstfewweeksahard,butIneedtimetosettleinandthere＇salottolearn.

(Knockatthedoor)

John:Comein.

Jane:Oh,sorryJohn,I＇llcomebacklater,Ididn＇trealizeyouweretalking.

John:That＇sallright,comein.IwasjusttellingMarythatIdon＇tthinkshe＇sreallyuptothejobhere.

Jane:No,Idon＇twanttointrudeonaprivateconversation;I＇llcomebacklater.

Mary:SowhatareyousayingJohn,areyoufiringme?

J