Методическое пособие 427
.pdfAs you leave today, don't forget to wish Stella luck on the weekend.The next time you see her she will be happily married.
Follow Up: In the closing remarks, the chairperson, or participants may want to discuss the date and time for the next meeting, when the minutes will be available, or when a decision should be made by. This is also the time to give contact information, such as how to send a question by e-mail or who to call regarding a certain issue.
We'll meet again on the first of next month.
Next time we meet I'll be sure to have those contacts for you.
If anyone has any questions about anything we discussed today, feel free to send me an e-mail.
The minutes from today's meeting will be posted as of tomorrow afternoon. I'll send out a group e-mail with the voting results.
QUESTIONS:
1.Speak about the common scenario of a meeting.
2.How to open a meeting?
3.Why is it important to follow the agenda and to watch the time?
4.How to keep the meeting centred on the items?
5.By what you should close a meeting?
Business Meeting Self-Assessment Test
Are the following statements True or False?
1. The person who is in charge of the meeting is the person who takes the minutes.
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□ True |
□ False |
2. |
The best way to call a meeting is to inform each participant individually by |
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phone. |
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□ True |
□ False |
3. |
An agenda should outline the order and amount of time to spend on each |
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item at the meeting. |
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□ True |
□ False |
4. |
Engaging in small talk throughout the meeting is an effective way to keep |
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the focus. |
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□ True |
□ False |
5. |
When someone agrees with a motion it is "seconded". |
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□ True |
□ False |
6. |
The person who is speaking during a meeting is the person who "has the |
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floor". |
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□ True |
□ False |
7. |
A polite way to indicate that you want to make a comment during a meeting |
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is to say: "If I could just come in here..." |
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□ True |
□ False |
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8. When there is a tie vote, it is customary for the chairperson to ask one participant to reconsider his/her decision.
□ True |
□ False |
9. During the closing remarks, the person holding the meeting should introduce |
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new staff members or guest speakers. |
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□ True |
□ False |
10. Reminders are typically announced after all of the items on the agenda have |
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been covered. |
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□ True |
□ False |
Business Meeting Assignments
Assignment 1: Meeting Facilitation: select a meeting associated with some project, team, or business function in which you are involved. Before the meeting, create an agenda that meets the requirements above, then attend or facilitate the meeting, and create minutes for the meeting. Submit the documents to the instructor. Students creating a strategic communication portfolio will submit a short (2 paragraph maximum) assessment of the meeting facilitation. Your assignment will be scored on the basis of
completeness of information in the agenda, including time, date, preparation requirements, time allocations, and intended outcomes. Be particularly careful to indicate the purpose of each agenda item; this is a list of things to do in the meeting (e.g. decide, discuss, evaluate, etc.) not topics that will be covered in some unspecified way.
completeness of meeting minutes, including attendance, information presented, decisions reached, and project implications. Meeting minutes should similarly document the decision, the substance of the discussion, or the assignment made. This is not a list of the topics that were dealt with, but a record of how each was dealt with.
(for optional strategic analysis) logic and evidence provided to support your analysis of the meeting facilitation. The basic questions you should answer are, was this meeting conducted according to the principles discussed in the linked readings? and, did that make a difference to the success of the meeting? You might discover that the meeting did not go well because the agenda actually used was incomplete or inaccurate. You might realize that there was "more going on" that either the agenda or the minutes documented. You might decide that the meeting accomplished its purpose (or some other important purpose) even though it was not run "by the book." Whatever your decision, be sure to provide the specific analytical criteria as well as the evidence of the meeting's adherence to those criteria.
Assignment 2: Relationship Analysis: select one set of communication differences on which you and a work colleague are at least somewhat different. Write a short analysis (3 page maximum) of the how these differences effect your day-to-day work communication and methods for making your
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relationship more pleasant OR your collaborative work more effective. Send the analysis as an email attachment to the instructor.
It will be scored on the basis of
your apparent understanding of the selected principles of communication difference
the clarity of your analysis, including 1) specific and complete descriptions of communication behaviors, 2) complete use of the selected principles, and 3) logic of the conclusions.
the quality of the recommended solutions, including 1) clarity, 2) support from the analysis, and 3) likelihood of success in the organizational context.
First, select a framework of differences from the readings (e.g. cultural patterns, status differences, or social/work assumptions).
Don't simply list random things that are different between you and someone else, or thing that irritate you about a co-worker.
Then, analyze the situation in a systematic way, looking for reasons that your communication is different and explanations for any irritations or inefficiencies you are experiencing. Finally, by comparing the readings and the situation, you should be able to predict better success by doing some specific things.
Notice that you will need to decide on your goal; you probably can make the relationship more pleasant OR you can make the work more productive. There is no guarantee you can always do both, although that is an ideal goal.
Assignment 3: Management Discussion Brief: create a brief to prepare yourself to facilitate a problem solving meeting.
The "brief" is a document that outlines all of the decision issues, with a full summary of the evidence, varous stakeholder positions, and potential implementation issues involved. The document is sometimes called a "white paper" when it is prepared for distribution as a written document, and sometimes called "talking points" when the document outlines the points that support an individual speaker's position.
The brief will be evaluated on the basis of completeness of the issue analysis; appropriateness and validity of the evidence provided; preparation of responses to anticipated questions, objections and concerns.
Start with a "real" discussion that will occur at work or within your living group. For example, your work crew might be trying to decide a better way to arrange vacations schedules. Your roommates might need to sit down soon and reorganize the chore schedule.
The most difficult part of this assignment is to locate ALL the analysis issues. Many times roommates will start trying to discuss implementation plans ("who's going to do the dishes") before they've identified the problem ("dishes aren't being done daily"), much less provided evidence to support a claim. (Saying something like, "You never do them on time" without providing an observation log,
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for instance, to validate the claim.) Work groups often do the same sort of thing. For a good score, your brief will probably have to fill in all the blanks.
The second thing to keep in mind is that this is to be a management decisionmaking meeting, not a gripe session or an exploratory discussion. If you realize that information is missing, you will need to locate that information to include it in the brief. A brief is not simply an outline of everything you happen to know right now; it's a document that collects all the information that will be needed to make a good decision.
Assignment 4: Communication Productivity Analysis: To understand the application of principles of productive information management and to locate ways of increasing communication effectiveness. Analyze the management of a specific job responsibility with respect to 1) controlling incoming information flow and 2) managing ommunication events for maximum productivity. The analysis of each should include a) an identification of any inefficiencies, b) at least one principle from the reading that addresses an identified inefficiency OR offers potential for improved productivity, and c) a recommendation for changing current communication processes.
Email your answer, which will be scored with respect to attention to both elements of the question (1 and 2 above); complete analysis of the communication event(s) selected (a, b, and c above); conformity of the recommendation(s) to norms of business communication OR an explanation of the conflict of norms and goals that must be negotiated.
Shadow a business contact or use your own work situation and identify at least one task to illustrate information flow and a communication event. For example, a person's techniques for reading email or filing the department's work orders would involve control (or not!) of incoming information. The preparation and conduct of a conversation or meeting would qualify as management (or not!) of a communication event. Some tasks could involve both steps, as when a customer service representative takes a phone call, screening and selecting the appropriate information to include on a work order that she or he will then communicate to a technician.
Determine whether there is some inefficiency with the current process or a potential for improvement. Make an appropriate recommendation to change the current procedure to better. Be careful not to simply give advice, such as "do a better job of answering emails promptly." Try to figure out WHY a person might be communicating inefficiently, and offer suggestions to change the technology, filing systems, or work processes to make communication more productive. An appropriate recommendation must conform to business norms of reciprocity, action orientation, reliance on objective data, and sensitivity to hierarchy. You might find that inefficiencies are caused by someone who is violating one or more of those norms, or you might find that conflicting goals need to be negotiated in order for everyone to communicate more productively. If so, these issues should be noted in your response.
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BUSINESS COMMUNICATION GLOSSARY
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Meaning |
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Example Sentence |
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alternatives |
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We can't offer you the raise you |
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other options |
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requested, but let's discuss some |
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other alternatives. |
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amplify |
expand; give more information |
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you amplify |
on |
your |
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proposal, please? |
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conflict that is addressed by |
We're better to settle this between |
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arbitration |
us, because a formal arbitration |
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using a neutral third party |
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will cost both of us money. |
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try to change a person's mind |
We bargained on the last issue |
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bargain |
for |
over an |
hour before |
we |
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by using various tactics |
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agreed to take a break. |
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I'll accept a raise of one dollar |
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bottom-line |
the lowest one is willing to go |
per hour, but that's my bottom- |
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line. |
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This is a collective concern, and |
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collective |
together |
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it isn't fair to discuss it without |
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Marie present. |
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If you are willing to work ten |
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compensate |
make up for a loss |
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extra |
hours |
a |
week |
we |
will |
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compensate you by paying you |
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overtime. |
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comply |
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I'd |
be |
willing |
to |
comply if |
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agree |
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can offer me my own private |
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office. |
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changing |
one's |
mind/terms |
We are willing to compromise |
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compromise |
slightly in order to find a |
on this issue because it means so |
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resolution |
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much to you. |
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concession |
a thing |
that is |
granted or |
I think we can offer all of these |
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accepted |
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concessions, but not all at once. |
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35 |
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conflict |
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engage in |
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general term for negotiations |
conflict resolution when one of |
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resolution |
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the parties refuses to listen. |
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I confronted my boss about |
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confront |
present an issue |
to someone |
being |
undervalued, |
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we're |
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directly |
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going to talk about things on |
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Monday. |
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It would be great if we could |
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consensus |
agreement by all |
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come to a consensus by 5:00 |
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P.M. |
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cooperation |
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appreciated |
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your |
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the working together |
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cooperation |
throughout |
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these |
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negotiations. |
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counter |
the offer/request |
which |
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their counter |
proposal |
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proposal |
presented second |
in response |
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creating a new one. |
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counterattack |
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counterattack they suggested we |
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sign a contract. |
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person on the other side of the |
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counterpart |
noon, but my counterpart would |
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negotiations |
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not stop talking. |
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In the past I have had little |
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cordially |
politely |
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respect for that client, but today |
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she spoke cordially and listened |
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to my point of view. |
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needs/expectations |
that |
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demands |
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entirely |
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side believes it deserves |
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unrealistic. |
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When the discussions came to a |
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deadlock |
point where neither party will |
deadlock we wrote up a letter of |
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give in |
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intent |
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the |
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negotiations next week. |
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36 |
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I was hoping to avoid discussing |
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dispute |
argument/conflict |
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last year's dispute, but Monica is |
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still holding a grudge. |
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have the most control/stronger |
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dominate |
tends |
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dominate |
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presence |
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conversations. |
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My contract says that I am |
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entitled |
be deserving of |
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entitled to full benefits after six |
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months of employment. |
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flexible |
open/willing to change |
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terms of your working hours. |
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haggling |
arguing back and forth (often |
We've |
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haggling over |
this |
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about prices) |
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issue for too long now. |
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I want you to know that we don't |
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hostility |
long-term |
anger |
towards |
have any hostility |
towards your |
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another |
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despite |
last year's |
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mixup. |
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make a request that is much |
I'm planning to high-ball my |
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high-ball |
higher than you expect to |
expectations when I open the |
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receive |
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discussion. |
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impulse |
quick decision without thought |
I acted on impulse when I signed |
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or time |
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that six-month contract. |
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has |
difficulty |
in |
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indecisive |
we |
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indecisive |
finally asked them to take a break |
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choosing/making a decision |
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and come back next week. |
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(bargaining power) something |
We have a little bit of leverage |
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that gives one party a greater |
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leverage |
because |
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succeeding over |
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stationary company in town. |
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After a bit of log-rolling we |
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log-rolling |
trading one favour for another |
came to an agreement that |
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pleased both of us. |
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37 |
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offer |
something much |
lower |
I was expecting my boss to low- |
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low-ball |
than you think the opponent |
ball in the initial offer, but he |
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will ask for |
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proposed a fair salary increase. |
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convince by altering or not |
They misled us into thinking that |
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mislead |
telling the whole truth about |
everything |
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resolved |
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something |
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today. |
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mutual |
agreed by both or all |
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decision |
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call |
off |
the |
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merger was mutual. |
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My prime objective is to have |
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objective |
goal for the outcome |
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my family members added to my |
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benefits plan. |
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From my point of view it makes |
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point of view |
person's ideas/ thoughts |
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more sense to wait another six |
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months. |
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work hard to convince another |
He pressured me to accept the |
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pressure |
terms |
by |
using |
intimidation |
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of an idea |
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tactics. |
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proposal |
argument to present |
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While I listened to their proposal |
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I noted each of their objectives. |
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positive |
body |
language |
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receptive |
open to/interested in an idea |
demonstrated |
that |
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receptive to our suggestions. |
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resistance |
a display of opposition |
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We |
didn't |
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expect so much |
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resistance on the final issue. |
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resolve |
end |
conflict, |
come |
to an |
Before you |
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resolve |
your |
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differences |
you'll |
both |
need to |
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agreement |
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calm down. |
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tactics |
strategies |
used |
to get |
one's |
There are certain tactics that all |
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goals met |
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skillful negotiators employ. |
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tension |
feeling |
of |
stress/anxiety |
There was a lot of tension in the |
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room when George threatened to |
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caused by heavy conflict |
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quit. |
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Lower payments over a longer |
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trade-off |
terms that are offered in return |
period of time sounded like a fair |
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for something else |
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trade-off until we asked about |
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interest charges. |
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His ultimatum was that if I |
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ultimatum |
a final term that has serious |
didn't agree to give him the raise |
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consequences if not met |
he asked for, he'd quit today |
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without two week's notice. |
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unrealistic |
very unlikely to happen |
It's |
unrealistic to think |
that |
we |
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will have all of our demands met. |
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victory |
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We |
considered |
it |
a |
victory |
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a win |
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because they agreed to four of |
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our five terms. |
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yield |
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The client will only yield to our |
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to give in to another's requests |
conditions, if we agree to work |
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over the holiday weekend. |
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absent |
not present |
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The vice president is absent due |
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to unforeseen circumstances. |
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accomplish |
succeed in doing |
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We |
have a lot |
to |
accomplish |
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today, so let's begin. |
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address |
deal with; speak on |
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I hope we do not have to address |
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this matter again in the future. |
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adjourn |
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If there are no further comments, |
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close a meeting |
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we will adjourn the meeting |
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here. |
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agenda |
list of objectives to cover in a |
Please |
forward |
the |
agenda |
to |
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anyone |
who is |
speaking |
at |
the |
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meeting |
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meeting. |
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AGM |
Annual |
(yearly) |
General |
We always vote for a new |
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Meeting |
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chairperson at the AGM. |
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allocate |
assign |
roles/tasks |
to certain |
I forgot to allocate someone to |
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people |
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bring refreshments. |
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AOB |
Any |
Other |
Business |
The |
last item on the agenda |
is |
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39 |
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(unspecified item on agenda) |
AOB. |
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apologies |
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item |
on |
agenda |
announcing |
Everyone is present today, so we |
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people |
who |
are |
absent; |
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can skip the apologies. |
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apologies for absence |
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ballot |
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a type of vote, usually in |
Please fold your ballot in half |
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writing and usually secret |
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before you place it in the box. |
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board |
of |
group of elected members of an |
The board of directors meets |
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directors |
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organization/company |
who |
once a month to discuss the |
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meet to make decisions |
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budget. |
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boardroom |
a large meeting room, often has |
The boardroom is reserved for a |
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managers' meeting, so we'll have |
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one long table and many chairs |
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to meet in the lounge. |
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brainstorm |
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Let's take |
a |
few minutes and |
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thinking to gather ideas |
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brainstorm some ways that we |
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can cut costs. |
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casting |
vote |
deciding vote (usually by the |
The role of treasurer was decided |
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chairman) when the votes are |
based on the chairman's casting |
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otherwise equal |
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vote. |
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chairperson/ |
the |
person who |
leads |
or |
As chair, |
it |
is my |
pleasure to |
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chair |
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introduce |
to |
you, |
Mr. |
Allan |
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presides at a meeting |
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Davis. |
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clarification/ |
explanation/proof |
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that |
Before we address this matter, I'll |
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verification |
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need some |
clarification |
as to |
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something is true/understood |
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who was involved. |
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closing |
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last thoughts spoken in a |
I just have a few closing remarks |
||||||||||
remarks |
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meeting |
(i.e. reminders, thank |
and then you will all be free to |
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yous) |
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go. |
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collaborate |
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The board fell apart because the |
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work together as a pair/group |
members |
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had |
difficulty |
|||||||||
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collaborating. |
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|||
comment |
|
express |
one's |
opinions |
or |
If you have |
a comment, |
please |
|||||
|
raise your hand rather than speak |
||||||||||||
|
|
thoughts |
|
|
|
|
|||||||
|
|
|
|
|
|
out. |
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|||
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|||||||||||
conference |
formal meeting for discussion, |
Before the conference there will |
|||||||||||
|
|
esp. a regular one held by an |
be a private |
meeting for |
board |
||||||||
|
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40 |
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