THINK FAST, TALK

SMART DHIYA HASTI

COMMUNICATION
TECHNIQUES
 SPONTANEOUS SPEAKING

The reality is that spontaneous speaking is actually

more prevalent than planned speaking. Perhaps its
giving introductions. Maybe its giving feedback. It
could be a surprise toast. Or finally, it could be during
Q and A session.
In order to be an effective communicator, regardless
of it its planned or spontaneous, you need to have
your anxiety under control.
 ANXIETY MANAGEMENT

85% of people tell us that they’re nervous when

speaking in public. In fact , just this past week
a study from chapman university asked ‘what
are the things you fear most?’ and among being
caught in a surprise terrorist attack, having
identity, your identity stolen, was public
speaking .
I’d like to introduce you to a few techniques that can
work and all of these techniques are based on academic
research. So we need to manage our anxiety. Because
fundamentally, your job as a communicator rather,
regardless of it it’s planned or spontaneous, Is to make
your audience comfortable. Because if they’re
comfortable they can receive your message.
The first has to do with when you begin to feel those
anxiety symptoms. For most people this happens in the
initial minutes prior to speaking. In this situation what
happens is many of us begin to feel whatever it is that
happens to you .
So next time you begin to feel those anxiety signs,
take a deep breath and say, this is me feeling anxious.
I notice a few of you taking some notes. In addition to
this approach, a technique that works very well, and
this is a technique that I helped do some research on
way back when I was in graduate school, has to do
with re-framing how you see the speaking situation.
Most of us, when we are up presenting, planned or
spontaneous, we feel that we have to do it right and
we feel like we are performing .
 START WITH QUESTION

First, start with questions. Questions by their

very nature are dialogic. They’re two way. What
was one of the very first things I did here for
you? I had you count the number and raise your
hand. In fact , I use questions when I create an
outline for my presentations. Rather than
writing bullet points.
 USE CONVERSATIONAL LANGUAGE.

Beyond questions, another very useful technique for

making us conversational is to use conversational
language. Many nervous soeakers distance themselves
physically. If you’ve ever seen a nervous speaker
present, he or she will say something like this .
Welcome , I am really excited to be here with you.
They pull as far away from you as possible, because
you threaten us, speakers.
To be more conversational, use conversational
language. Instead of one must consider say,
this is important to you, we all need to be
concerned with. Do you hear that inclusive
conversational language? Has to do with the
pronouns. So being conversational can also
help you manage your anxiety .
HOW TO FEEL COMFORTABLE SPEAKING
IN SPONTANEOUS SITUATIONS
The very first thing that gets in people’s way when it
comes to spontaneous speaking, is themselves. We
get in our own way. We want to be perfect. These
things are burdened by our effort, by our trying. The
best thing we can do, is to get ourselves out of the
way. Easies said than done. Most of us in this room
are in this room because we are type A personalities.
We work hard, we think fats, we make sure that we
get things right.
The same is true when speaking spontaneously or in a
planned situation. So let me introduce you to two
useful structures. The first useful structure you have
probably heard or used in some incarnation, it is the
problem solution benefit structure. You start by talking
about what the issue is, the problem. You then talk
about a way of solving it, and then you talk about the
benefits of following through on it. Helps you as the
speaker remember it ,helps your audience know where
you’re going with it.
 CHANGE MANAGEMENTS

TYPE OF CHANGES
-Incremental changes
The change that occurs over a period of time in
incremental stage
-step changes
A significant changes
1.More radical
2.Higher risk
3.Harder
 ELEMENT OF CHANGES

1 st . The results of disatisfaction

2 nd . An essential action to develop an
alternative
3 rd a necessary action to develop new strategies
4 th there will be resistance
 INTERNAL FORCES OF CHANGES

- Inefficiently

-high staff turnover

-lack of competitiveness
-increase profits
-organizational culture
 EXTERNAL FORCES OF CHANGES

 Customer demands
 change if costs
 new competition
 regulation, etchics, and social changes
 technology changes
 WHY CHANGES BEING WELCOME

 OPPORTUNITIES FOR PERSONAL CHANGE

 PROVIDE NEW CHALLENGE
 REDUCE THE BOREDOM
 OPPORTUNITY TO PARTICIPATE AND
OUTCOME
 WHY CHANGES BEING RESTICTED

 PAROCHIAL SELF INTEREST

 MISUNDERSTANDING
 LOW TOLERANCE OF CHANGE
 DIFFERENT ASSESMENT OF THE SITUATION
 LEADERSHIP ROLE IN CHANGE

What is involved
 what is proposed change
 why the organization
 what will the major effect of it
 how the process will be managed
 NEW COMES CAN DRIVE CHANGE

 newcomers bring new perspective

 newcomers not bound by constrains of the
past
 newcomers sometimes has the new idea and
new expertise
 newcomers can breakdown cultural
resistence.
 DECISION MAKING AND SOLVING
PROBLEM

 decision making and troubleshooting note that in some

situations decision making and problem solving start at the
same beginning but can lead to different paths.
 elements of decision taking information alternative action
actions possible results values results options from an
alternative goal
 frequency and information conditions in the context of
decision making, frequency is how often certain decision
situations repeat , and information conditions describe how
much information is available about possible outcomes
 unprogrammed decisions are needed when unusual or
complex situations arise that require problem solving and
judgement
 the range of information available can be thought of as a
continuum whose end point represents complete uncertainty
 the risk point between the two extremes creates risk, the
decision maker has some information about possible
outcomes and may be able to estimate the probability of their
occurrence
 challenges different information conditions present different
challenges for decision makers
 interest under conditions of certainly, managers know the
results of each alternative
 risk under conditions of risk, decision makers
cannot know for centain what the outcome of the
action will take but have enough information to
estimate the probability of various results.
 uncertain decision makers who do not have enough
information to estimate the probability of an
outcome face a condition of uncertainty.
 alternative generation the rational process assumes that the
decision maker will produce all possible alternative solutions
to the problems
 choose alternatives choosing alternatives is usually the most
important step in the decision making process
 implementation of the plan implementation makes decisions
into action. It builds on the commitment and motivation of
those who participate in the decision making process
 the rational approach has several strengths
 evidence based management is a commitment to identify
and utilize the best available theory and data to make
decisions
 five principles supporters of this approach encourage the use
of five basic principles
 confidence avoid basing your decision on beliefs that have
not been tested but held firm, what you have done in the past
or benchmarks are not critical of what the winner does
 proponents of EBM UNKRITIS are particularly persuasive
when they use EBM to question the outcome of decisions
based on untested but highly held beliefs or on uncritical
benchmarks
 evidence based management is about commitment to
identifying and utilizing theories and the best data available
to make decisions
 binded rationality one important assumption of the
administrative model is that decision makers operate with
limited rationality rather than with perfect rationality
assumed by the rational approach
 restricted rationality limited rationality is the idea that
although individuals can look for the best solutions for a
problem, demand, produce all possible solutions,and choose
the single best solution beyond the capabilities of most
decision makers
 solutions this, they accept less than ideal solutions based on
incomplete or completely rational processes
 administrative model administrative models
are marked with
1. Use of procedures
2. Sub optimization
3. Satisfying
 GROUP PROBLEM SOLVING

 definition, is the process of bringing together

stakeholder to influence the outcome of the
problem
How group leader should act , group leader
may limited an idea generation by forcing
requirements ,concerning time,
appropriateness,cost, visibility, and likes
 ENCOURAGE CRITICAL THINKING

 asking a higher order question is the key to

stimulating critical thinking
The order of question
-what
-why
-how
ASK THEM HOW TO SOLVE THIS PROBLEM
 But make sure to focus the question. For example,
instead of asking , answering the question will
require children to synthesize their knowledge.
Encourage the to come up with various approaches.
 You can start this project at any time with any topic,
you don’t need to be an expert about what your
children are learning. Its about teaching them to
think for themselves . Your role is to direct their
questions , listen and respond .
 critical thinking is not only for young people .
He said ‘if you are a lifelong learner , ask
yourself these types of questions to test your
assumptions about what you think you already
know’ as he added ‘we can all enhance and
support critical thinking by asking a few
additional question every day.
‘ QUESTION IS WAY TO MAKE
TEXTBOOK MATERIAL COME TO
LIFE’
THANK YOU 