@ Types of Thinking. Behaviour Patterns. Principles of Successful Communication.” pluscc cvv


The first type of thinking is called clip thinking (from the word clip/frame). For a person who has this type of thinking, all information is presented in the form of a mosaic. This person can not build cause and effect relations, he can not for a long time concentrate on any information, his analytical abilities are too low. Such people cannot create something new, they quickly jump from one information to another and cannot find correlation and build a system. For example, callers with this type of thinking can remember situations across drops, but they cannot understand why this or that happens to drops, why drops say certain words or ask certain questions at a given moment. This is the worst type of callers.

The second type of thinking is called conceptual thinking; many droppers possess it, who have managed to organize good level projects, organize teams, write admins. This type of people are able to analyze, compare and systematize information. This type of people can easily make sense of any situation and build a cause-and-effect relationship using logic. Callers with this type of thinking are very valuable employees/partners. Very often they also have another valuable skill, such as the skill of tracking emotions in a dropper during a phone call. If such a person comes your way – do whatever it takes to make them your Partner. To do this, of course, you will need some negotiation and communication skills, some of which can be found below.


A frame is a pattern of behavior.[/DATAENCODE


Surely you have had situations when our nerves failed and we could insult our employee (caller) for doing something wrong. Do you think if we humiliate our employees, will they have a normal attitude to work after that? Most likely it will cause anger, resentment and they will no longer perform their function properly. This is the work in the Boss-SubordinateFrame (Dropper-Subordinate) Consider the situation if you have already done this. If you realize your guilt and begin further dialogue by saying: Sorry, I was wrong, this is an incorrect construction of speech that leads to a loss of frame. If you work in the Boss frame you have to continue your work in that frame and the correct speech construction would be: You know, I underestimated the situation (so we stay in the Boss frame), convince me of that, I would like to hear your arguments. (If a person’s opinion is listened to, they begin to have respect for you.)


This is a continuation of the first scenario, but a situation where the caller made a mistake, but we did not have time to be rude to him. (Or having mastered the skills we did not do it, keeping our emotions under control). If we tell him directly – it will be a mistake and he will experience such emotions as humiliation and resentment. Or, for example, use such a flawed speech construction: Okay, let’s move on (a person leaves a residue anyway, and the approach is no longer the same, and our (your) task is to keep the callers motivated). The right speech strategy will be in the form of 3 moves. In step 1, we take the positives out of the situation by saying, for example: This is how you did it and I really liked it, on the second step of the speech construction we draw the caller’s attention to the points where we think mistakes have been made and the speech construction could be: Please pay attention to this point, I have doubts about this situation, what do you think we could do to prevent this in the future/change this situation. In the third step of the speech conjunction (after listening to the caller) we use a soft speech construction: Let me give you a recommendation and maybe this way we can solve the drop/ prevent this situation in the future



There are times when we, working in the supervisor-subordinate (dropper-caller) frame, become dependent on the callers and begin to bend/beg them to do something. It’s wrong when we self-deprecate our status in the negotiation process and, instead of number one, start working as number two. But, if it does happen, to get the frame working again – ask him to give you advice (show him that you consider him a professional in his field).

It is always necessary to consider the personal opinion of the interlocutor in the communication process (even if he or she is wrong). We can use speech bindings: What if we did this? How would you be comfortable? Aah, I got it, and I’m rubbing this shit in your face, then we can take a time out and then continue (let’s eat/smoke and continue the dialogue).


Communica? from the Latin communico – making common.

First impression. You can’t change it, as they say, it’s what you wear on your clothes. Think about how to make a first impression on your partner and if you do everything right your partner will intuitively want to cooperate with you. Always be interested in the opinion of the interlocutor, this arouses his interest and confidence in his abilities, and he begins to feel unconscious respect for you. If the opinion of the interlocutor is not taken into consideration – then it causes distrust, humiliation and resentment of your interlocutor.

Long-term relationships. A long-term relationship in business can only be built on the principle of win-win communication. This means that you and your partner receive roughly the same amount of value that you need. If one person loses something and the other person gains something in the process, this can only work in the short term and it is already a win-loss communication.

Tone of voice. Tone of voice during a negotiation (or a drop call) – allows you to evoke the appropriate emotional state in the interlocutor. If you (or your caller) are in a state of interest – this state is translated to the interlocutor. In the process of dialogue, if you start putting pressure on your interlocutor, he automatically begins to resist you. Correct communication is not when you impose something, and interlocutor looks at you with squinted eyes crossed on his chest. In proper communication, you must encourage the interlocutor to ask you questions.

Shared interest. Find common ground between you and your partners (or, for example, in a caller-drop relationship). This creates unconscious trust, you can easily find common ground. Profession, music, hobbies Learn to notice what people are interested, engaged, passionate about. After all, it is possible to behave self-servingly with an outsider, and it is not customary to deceive friends.

Status work. Proper speech constructions are very important. If two strangers address each other in ‘Y’, while the second accepts it, then the first one considers himself a dominant, and the second will probably feel resentment. But if you take into account the status and personal opinion of the person, he begins to feel pride and respect towards you. So, for example, in the process of a dialogue with a drop manager tells him at some point, I’m not Ivan Ivanov, I’m Vanya (working with statuses) and the dialogue proceeds differently.

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