Communication Interview & Culture Ships in Service Training Material A-M CHAUVEL 2009

CommunicationInterview& Culture

Ships in Service Training Material A-M CHAUVEL

2009

VisualVisual

AuditoryAuditory KinesthesicKinesthesic

Sensorial Channels

Ships in Service Training Material M. DUBLANC

Associated Values

DynamismDynamism

PerfectionPerfection

StrengthStrength

EffortEffortPleasure


Visual Type

Sophisticated cloths.

Fast speech and gesture.

Facing people.

Easily impatient.

Joking.

Less at ease with emotions or too serious.

More or less shy or outgoing.


Visual Type

DO YOU SEE WHAT DO YOU SEE WHAT I MEAN ?I MEAN ?

DO YOU SEE WHAT DO YOU SEE WHAT I MEAN ?I MEAN ?

YOU ARE REALLY BRILLANT !

YOU ARE REALLY BRILLANT !


Auditory Type

Well spoken.

Let others speak.

Variable clothing according

to message.

At ease with formal situations.

Precise thinking.

Organizer role.

Poor reading of non verbal messages.


Auditory Type

ARE WE IN PHASE?

ARE WE IN PHASE?

YOU ARE REALLY STRONG !

YOU ARE REALLY STRONG !


Kinesthesic Type

Physical contact.

Smooth attitude.

Warm clothing,

pleasant fabrics.

Sensual look.

Busy hands.

Abstract or conceptual thinking.

Sometimes, hard to express

themselves verbally.


Kinesthesic Type

HOW DOYOU FEEL?

HOW DOYOU FEEL?

YOU ARE REALLY SUBTLE !

YOU ARE REALLY SUBTLE !


Left & RightHemispheres



http://www.funnyjunk.com/p/confused-jpg.html

Speech

Smell

HearingFace recognition

Vision

Touch & Pressure

Motor control Taste

Language

Reading


A-M CHAUVEL

INTEGRATORINTEGRATOR

Human relationshipOpen mindedHonestyPedagogicNegotiation


SUPERVISORSUPERVISOR

Practical solutions Planing Method Organisation Same ideas


EXPLOREREXPLORER

IntuitionAnalogic ArtistryGlobal visionSynthesis


ANALYSTANALYST

Facts Logic Technical Clear messageRealistic language


A-M CHAUVEL

10 10

20

1010

20

20

4040

20

3030

40404040

3030

4040

8080

8080

80808080

60

60

6060

40

40

4040

IS

EA

AE

SI

IEAS

ANALYSTANALYST



How to communicate

- He likes realistic language. - He likes clear, accurate verbal expression.- He is reluctant to accept impressions and intuitions that are not accurately translated in oral or written expression.- The art of language and correct speech is important.- Anything to do with figures, percentages, quantification, measurements is quickly understood.- Present fact.- Analyse various possibilities.- Solve problems calling upon logical reasoning.- Do not hesitate to present technical and financial factors.

SUPERVISORSUPERVISOR



How to communicate

- He needs practical solutions, with a schedule for implementation and dates and figures.- Emotional tone is high, although controlled and concealed.- He may regard you as flippant and lightweight if you have not carefully prepared your discussion. - He is not someone that can change easily his opinion.- Be methodical and faultless : he will double-check everything and quickly notices faults and details. ( small print in documents )

INTEGRATORINTEGRATOR



How to communicate

- He is open for good communication and understanding. - He appreciates frankness and communication in a friendly and warm atmosphere.- Emotional tone is high, but with little concealment.- Everything depends on the level of the emotional relationship.- Don’t cheat, it will be difficult to hide your feelings with him, if you really do not like him the chances of proper communication are slight.- Be like a teacher : expound your point of view carefully.- Show your enthusiasm, your ideals, your values : communication with him can only be enhanced.- Be open to bargaining, he likes nothing more than that.

A-M CHAUVEL

EXPLOREREXPLORER



How to communicate- He prefers informal discussion in which ideas are allowed to come by association.- He likes intuitive approaches.- He prefers the person with a synthesis straightaway without getting lost in unnecessary details.- He quite easily does several things at once, no need to worry he is listening.- Be visual, the art of speaking well quickly bores him, he prefers a good diagram.- Not following the plan does not worry him at all, quite the contrary. - He will be delighted if you link together several aspects or use analogies.- If a new idea comes during the conversation, have not hesitation in mentioning it.

A-M CHAUVEL

Left & RightHemispheres


Do you want to do the test?

ManagingCultural

Diversity



Observable Aspects

Communication Patterns

Anglo-Saxons

Asians

Latins


Communication Patterns

Overlap Silence Eye Touch

Japan

USA

Brazil00

5.35.3 4.74.7

28.628.6

0

3.5

10.312.6

5.5

0

3.3

1.3


Cultural Stereotypes

• Tries to conquer the world.

• Talks too loud.

• Much too informal.

• Closes deal too soon.

• Puts feet on the table

• Ice cubes in Château Margaux.

Americans


Ships in Service

Cultural Stereotypes

Modest.Enigmatic.Superstitious.Suspicious.Perceptive.Family, group oriented.Proud of history & culture.Respectful of age & experience.Secretive & inward-looking.

Asians

Emergency Improvement Plan

New

Ships in Service A-M CHAUVEL

?

New Technology Solution Help

Ships in Service MARK PARISI

Message Meaning

Cu

ltu

ral b

arr

iers

Urgent Today

Tomorrow ?Not

Urgent


OrganizationalStructural

ConjecturalArchitectural

Availability Access

Ph

ysic

al b

arr

iers

Noise Interference


http://www.ima.umn.edu/public-lecture/humanhead.jpg

http://www.ima.umn.edu/public-lecture/humanhead.jpg

Three Cases of

Communication failure


Case A « Erreur fatale »

A senior officer atA senior officer at Air Kazakhstan admitedAir Kazakhstan admited

that the poor language skills that the poor language skills of many pilots has caused of many pilots has caused

problems.problems.

R8R8

A4A4

The world's worst mid-air crash

351 people have died.12 / 11 / 96

It involved a Saudia Boeing 747

and a Kazakh Ilyushin Il 76

Indian official saidIndian official said"We give them the "We give them the height in feet andheight in feet and they convert thisthey convert this

to meters".to meters".

UK P&I Club

Case B : Communication failure

UK P&I Club

Case B : Communication failure

Reef grounding -Concerned about pilotage progress, the second officer checks the course, but too late to prevent the vessel grounding. Communication failures on the bridge were a major contributor to this incident.

The Cost of the Communication failure

Commercial pressures and communication failures on the bridge resulted in $ 500,000 worth of damage to a coral reef.

A-M CHAUVEL

176° 178°

38°

40°

42°

WELLINGTON

0200

0500

0745

0850

0200

0500

0745

0850

No blame culture.A management attitude to encourage and to promote

open communication throughout the company.

Case C : Communication failureNear miss Grounding

Communication Barriers


Not understanding the language : - Verbal and non-verbal messages are in a different language- Use of jargons or idioms

Not understanding the context : - Obscurantism- Distraction or lack of time - Not giving adequate attention to processing the message - Misunderstandings

Other :- Background noise - Medical issues such as hearing loss and brain conditions - Beliefs - Emotions

The process of sending or making information

available to someone or another entity, usually via a language is for :

Communication

Decision

Knowledge

Action

Record


Important

Comprehensible

True

Reliable

Quality of the InformationThe Message, object of the

communication,provides information must be :


Communication Understanding


Message from the Sender Station

Message at the Receiver Station


Communication Understanding

The Old Legend

The richer the organization

the more ridiculousthe procedures.


Communication Procedures

Ships in Service RANDY GLASBERGEN

Communication ProceduresThe Legend of the Future

Interview :Question

and Listening

Ships in Service Training Material


1 - Objectives1 - Objectives 2 - Activity 2 - Activity 3 - Population3 - Population 4 - Code & Standards4 - Code & Standards 5 - Controls5 - Controls 6 - Methods6 - Methods 7 - 7 - Way to Way to communicatecommunicate

The Investigator must know the…



1 - To open a discussion 2 - To stimulate interest 3 - To provoke thinking 4 - To accumulate data 5 - To get individual participation 6 - To develop subject matter 7 - To determine knowledge of a person 8 - To change trend of a discussion 9 - To arrive at a conclusion10 - To terminate or limit a discussion

1 - To open a discussion 2 - To stimulate interest 3 - To provoke thinking 4 - To accumulate data 5 - To get individual participation 6 - To develop subject matter 7 - To determine knowledge of a person 8 - To change trend of a discussion 9 - To arrive at a conclusion10 - To terminate or limit a discussion

The use of questions



1- No third degree. 2- Ask " 5W-H " questions. 3 - Ask questions that make him go deeper. 4 - Ask " suppose " questions. 5 - Ask him. 6 - Ask questions that get agreement.

1- No third degree. 2- Ask " 5W-H " questions. 3 - Ask questions that make him go deeper. 4 - Ask " suppose " questions. 5 - Ask him. 6 - Ask questions that get agreement.

How to ask questions


1 - No third degree

Use questions to help the other person Use questions to help the other person think, never to degrade or to spythink, never to degrade or to spy



1 - No third degree 2 - Ask " 5W-H " questions

What, why, when, where, who and how What, why, when, where, who and how are the key words that will secure facts are the key words that will secure facts and information.and information.



1 - No third degree 2 - Ask " 5W-H " questions 3 - Ask questions that make him go deeper

Ask for evidence, examples or Ask for evidence, examples or explanationsexplanations

to discover reasons behind his thinking.to discover reasons behind his thinking.



1 - No third degree 2 - Ask " 5W-H " questions 3 - Ask questions that make him go deeper 4 - Ask " suppose " questions

Introduce a new idea, break a deadlock Introduce a new idea, break a deadlock or bring up overlooked point with :" or bring up overlooked point with :" Suppose we ..."Suppose we ..."



1 - No third degree 2 - Ask " 5W-H " questions 3 - Ask questions that make him go deeper 4 - Ask " suppose " questions 5 - Ask him

To encourage him to think or to avoid To encourage him to think or to avoid committing yourself, return the question committing yourself, return the question

or or relay it to another qualified person.relay it to another qualified person.



1 - No third degree 2 - Ask " 5W-H " questions 3 - Ask questions that make him go deeper 4 - Ask " suppose " questions 5 - Ask him 6 - Ask questions that get agreement

Offer several solutions in the formulationOffer several solutions in the formulationof a question.of a question.





Present the pros and conof the subject and

come upwith arguments

supporting aposition.

Ask questions to Discuss


Demand arrangement or grouping of facts

according to some common characteristic.

Ask questions to Classify


Determine a clear meaning

and the boundariesof a subject.

Ask questions to Define


Select and portraythe characteristics

of the subject.

Ask questions to Describe


Require detection ofthe resemblance and

the differencesamong facts.

Ask questions to Compare


Clarify points whichobscure a subject.

Ask questions to Explain


Follow in detail the development or

progressof some subject.

Ask questions to Trace


Call for examplesto clear up

a discussion.

Ask questions to Illustrate


Show that a thing is reasonable or

warranted.

Ask questions to Justify


Bring out the meaningof a subject as theperson responding

sees it.

Ask questions to Interpret


Indicate the main points

of a subject.

Ask questions to Outline


Exact proof that a thing

is true.

Ask questions to Verify


Compel going over a subject completely

and giving it a critical examination.

Ask questions to Review


Ask for the presentation

of a subject in aconcise and

compact manner.

Ask questions to Summarize


Listen to the answer

Ask one question at the time

Ask questions and Listen



Auditora person

mandated toevaluate thepractices in

a system

Auditora person

mandated toevaluate thepractices in

a system

Why listening ?


TOUNDERSTAND

TOUNDERSTAND

Listening Habits

Listening

Desirescontext

Wantshumor

United Kingdom


??FrenchFrenchis Bestis Best

RelatingRelating t too otherother subjectsubject

ListeningListeningforfor informationinformation

ExpectingExpectingflairflair

ThinkThinktthey knowhey know

alreadyalready

LookingLookingfor Logicfor Logic

Listening HabitsFrance


Listening

Wants to be entertained

Wants to be ‘sold’

Listening HabitsUSA


Listening HabitsGermany

Gatheringinformation

Preoccupationwith price

Desire forcontext


Listening HabitsMediterranean

Listeningfor

information

Thinkingabout other

things

Watchingthe person

Waiting forImaginative

phrase


Listening HabitsArabs

Absorbs

facts

Defensive

Wantsflattery

Looks forpersonal

touch


Ships in Service Training Material

Listening HabitsJapan

Listening,

but needs

repetition&

context

Doesn’tunderstand

Cravingharmony

Beingpolite

M. DUBLANC

1- Remain natural

Do not give advice, agree or disagree,Do not give advice, agree or disagree,criticise or interruptcriticise or interrupt

How to listen?


1- Remain natural 2- Give your complete attention

Let him know your are listening,Let him know your are listening, Nod you head… " I see what you mean"Nod you head… " I see what you mean"

How to listen?


1- Remain natural 2- Give your complete attention 3- Ask about his statements

Dig out information, invite him to tell Dig out information, invite him to tell everything. Say : In addition to that is everything. Say : In addition to that is

there anything else...?there anything else...?

How to listen?


1- Remain natural 2- Give your complete attention 3- Ask about his statements 4- Restate his main points

Let him hear his exact words restated Let him hear his exact words restated by you. This prompts him to stick to by you. This prompts him to stick to

the factsthe factsand think intelligentlyand think intelligently

How to listen?


1- Remain natural 2- Give your complete attention 3- Ask about his statements 4- Restate his main points 5- Put his feeling into words

State what his feelings seem to be.State what his feelings seem to be.When he hears them voiced by youWhen he hears them voiced by you

he evaluates and tempers them.he evaluates and tempers them.

How to listen?


1- Remain natural 2- Give your complete attention 3- Ask about his statements 4- Restate his main points 5- Put his feeling into words 6- Get agreement

Summarise what you have both said.Summarise what you have both said.Encourage him to suggest the next stepEncourage him to suggest the next step

or course of action.or course of action.

How to listen?


Active Listening


1- Use open & positive gestures2- Remain discrete3- Be patient4- Avoid interruptions5- Respect silences6- Avoid distractions7- Be tolerant & open8- Try to read between the lines9- Avoid direct questions10- REFORMULATE

The 10 Commandments

KISS Principle


Documents

Communication Interview & Culture Ships in Service Training Material A-M CHAUVEL 2009