培养良好的沟通技巧Word格式.docx

培养良好的沟通技巧Word格式.docx

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Checkmye-mail;

replytosome,savesometodealwithlater.

LogontoBasecamp;

checkmyto-dos,updatesomenotes,andcommentonahotthread.

Makeaquickphonecalltomymanagertogetthedailyupdateandclarifypriorities.

LogontoOnotate,atoolweusetoprovidefeedbackondesignsandwireframes;

readfeedbackIreceivedonmydesignsandprovidefeedbackonothers’.

Doabitofdesigningbasedonfeedbackandplannedtasks;

uploadthemagainforquickreviewing.

MeetwithmyteamviaGoogleHangouttodiscussaparticularongoingproject.

Replytothee-mailsIleftforlater.

Dosomemoredesigning.

Soundfamiliar?

Whateveryourspecificsituation,I’dbetmuchofyourdaysarespentcommunicatingwithotherpeople,too:

talking,writing,beingsilent,smiling,frowning,asking,answering,listening,and,atworst,yelling.

Goodcommunicationskillsarewhatallowustosellourwork,justifyourdecisions,andstandbehindourpositions.This（alongwithdoinggoodwork）ishowwegainthetrustandrespectofcolleagues,bosses,andclients—somethingeverydesignprofessionalaspiresto.Andit’swhyalltheselittlepiecesofcommunicationweconstantlydeliveraresoimportant.

Sowhat’ssohardaboutcommunication,andhowcanwegetbetteratit?

Digitalcommunication

Wehateourinbox,butdon’tknowwhatwe’ddowithoutit.WehavechatsonSkype.Wehaveback-and-forthconversationsonBasecamp.Butmostofthesecommunicationchannelsdon’treallysatisfyus,makeusfeelbetter,ordissipateourconcerns.Onthecontrary,theyoftenseemtomakeusevenmoreanxiousaboutwork.Whyisthat?

Peopleneedhumancontactandinteractiontoflourish.

PsychiatristEdwardHallowellcallstheinteractionsthatmakesushappier“humanmoments”—beinginthephysicalpresenceofsomeoneandhavingheremotionalandintellectualattention—andarguesthatnothavingenoughofthemcanleadtooversensitivity,selfdoubt,rudeness,andworry.

Why?

Becausedigitalcommunicationmakesusmissallthebenefitsthatcomefromcommunicatingtowhilebeinginsomeone’sphysicalpresence:

Thissoundsincrediblyfamiliar.AllyouneedtodoisthinkofTwitter.

Hallowellexplainshowthehumanmomentincreasesthereleaseofhormonesthatpromotetrustandbonding,whichareatlowerlevelswhenyou’renotinthepresenceofanotherperson.Thesehormonesmakeuslesspronetoworryingoroverreacting.

Digitalcommunicationremovesallthecuesthatmitigateworry.AsmoreandmorepeopleworklikeIdo,alonefromhomeoffices,withoutmuchface-to-faceinteraction,it’simportantthatwe’reawareofthisbothinourselvesandothers.

Sowhatcanwedoaboutit?

Oneanswercomesfrom37signals,whichhiresgreattalentregardlessofgeographyandencouragesotherstodothesame.IntheirbookRework,foundersJasonFriedandDavidHeinemeierHanssonreportthatmeetinginpersonisimportantforremoteteams.2

IworkremotelyfrommyhomeinBelfast,butImeetwiththerestofmyteaminourmainofficesinLondonatleastonceamonth.Then,notonlydowehavelotsofmeetingsandface-to-facediscussions,butwealsomaketimetograbacupofcoffee,havelunch,andbasicallyjustinteractcasually—somethingthatsimplydoesn’thappenwhenyouhavetotypeouteverythingyouwanttosay.

OtherteamswithinCanonicalarefullydistributed,andtheytendtomeeteveryfewmonthsforaboutaweekatatime.Thisisusuallywhenaprojectisgettingstartedornearinglaunch,becausecloseinteractionandimmediateanswersaresocriticalduringthesetimes.

Thephoneusedtoscareme,butsincebecomingaremoteworker,Iactuallyhopepeoplewillpickituptoaskmesomethinginsteadofwritingane-mail.AndevenbetterthanthataretoolslikeSkypeandGoogleHangout.Myteamtriestohaveatleastone“hangout”everyweek,sometimeseverydayoftheweek.Regardlessofwhatyou’rediscussing,relatingexpressions,gestures,andaspacetofacelesse-mailsorIRCmessageswillmakeadifference.

Whilemanygoodthingscomewithworkingfromhome,suchasnocommuteandbeingabletotrulyfocusonatask,momentsoflonelinessinevitablyassaultmeeverynowandthen.Thismakesitcriticalthatbothparties—theremoteworkerandthemainoffice—trytomakethoseatadistancefeellikethey’repartofsomething.

Evenifyou’renotworkingremotely,it’sverylikelythatsomeoneyouoryourcompanyworkswithis,orwillbesoon—whichmakesitcrucialforhealthycommunicationthatyouconsiderhowtocreatebondsanddeveloptrustwithoutinteractingeveryday.

Emotionalcreatures

Humanbeingsdesperatelyseekapproval,dreadcondemnation,andthriveonappreciationandencouragement.NotyouorI,ofcourse—alltheothers.

OnekeypointCarnegiemakesisthatpeopleareprodigiesatrationalizingtheirdecisionsandactions.Fromthemostmercilesscriminalstodevotedgrandmothers,wealltellourselves—andothers—thatit’snotourfault.

Theproblem,ofcourse,isthatasprofessionalswemustbeaccountableforourownshortcomings—asAndyRutledgemakesclearinhisbookDesignProfessionalism:

Butourirrationalityisn’tallbad.DanAriely,aprofessoratDukeUniversitywhowritesaboutbehavioraleconomics,hasnotedseveralexperimentsthatprovethathumanswillworkharderwhentheireffortsareacknowledgedandtheirworkisappreciatedandmeaningfulthantheywillforfinancialgainalone.3

It’snormalforirrationality,emotions,andcravingstoinfluenceourbehaviorintheworkplace.Understandingthisisthefirststeptocommunicatingwithcolleagues.Whenyouseethatsomeonefeelsdiscouraged,youcanquicklyofferafewpositivewords.Whenyouneedtomakeapointinameeting,youcanavoidremarksthatwouldblameothers—remarksthatonlymakepeopleuncomfortableandcreateanimosity.Ifyoudoneedtopointoutamistake,youcanchoosetodosoinprivate,andalsocommunicatethatyoutrustyourcolleaguetodoabetterjobnexttime.

Consideringothers’feelingsmightnotsoundlikeyourtoppriority,butit’simportanttounderstandthatthefaintestinsightintohowweactuallythink,whatmotivatesus,andwhatmakesusdisagreeablewillonlyimprovecommunicationsand,inturn,influencetheresponsesandvaluewereceiveback.

Asharedvocabulary

Asdesigners,onetrapwetypicallyknowhowtoavoidisassumingthatauserunderstandsourjargon.Yetwedothistoeveryoneelsearoundus:

otherteammembers,clients,andpeopleinourcompanywhoaren’tdesigners.Whenthesepeopledon’tseemtocareaboutwhatwe’redoing,wewritethemoffandsay,“theydon’tgetit.”

It’saloteasiertoblameotherpeoplethantoadmittheobvious:

Wedon’treallyknowhowtogetourpointacrossinalanguagethosedifferentfromuswillunderstand.

Sometimes,wecanevenhavealaughaboutit.

Afewmonthsago,myteamwasworkingonaprojectinconjunctionwithanother,moredeveloper-focusedteamwithinthecompany.Eventhoughwehadpreparedseveraldocumentsillustratingtheprojectplan,whichinvolvedvariousresearchanddiscoverysteps,wefeltthisotherteamdidn’tcompletelygraspourrole,asthey’doccasionallysendusthingslike“finishedwireframes.”

Myreactionwasthesameasmostdesigners’wouldbe:

Ibrusheditoffasfailingtounderstandthedisciplineofdesign.

Iwaswrong.Amemberoftheotherteameventuallyexplainedthatwhenweshowedthemresearchplansfilledwithwordslike“IAcardsort,”thatmeantnothingtothem.Ifwewantedeveryone’sbuy-in,wehadtodoabetterjobatexplainingourjargon,asMikeMonteiroexplainsinDesignisaJob:

It’sfunnybecauseit’strue.

Wewantpeopletocareaboutdesignasmuchaswedo,buthowcantheyifwespeaktotheminaforeignlanguage?

It’simportantthat,aswedowithanyuser,wefindasharedvocabularyandempowereveryoneelsetobecomeevangelistsforourcause.

Oncewetookthetimetoactuallydefineallofthosefunnywordsinourresearchanddiscoveryphase,weturnedtheotherteamintoadvocatesfordesign—peoplewho,armedwithasharedvocabulary,canandwillspreadthewordofdesignwithintheirownnetworks.Inthiscase,thatnetworkwasextremelyimportanttous:

otherdeveloperswithintheUbuntucommunitywhomwedesperatelywantedtoengagewithinourdesignprocess.

Allthistakeswork,yes.Butaren’tshowingandcommunicatingwhatdesignisallabout?

Buildinganarrative

Weliketocreatestoriesforourusers—narrativesthatareengagingandcompelling,thatdelightthemandmakethemfeellikethey’repartofsomething.Wewantthemtofeelinvestedinus,ourproducts,oursites.Wewanttobringthemalongonajourneywecarefullycurate.

Wethink,“IfIwerethisperson,whatwouldIwanttofeelonceIlandonthissite?

WhatwouldIbethinking?

Whatwouldmakemestay?

”Weconsidertheirpointofview.

Thenwestepintoameetingandexpecteveryonetoc