輔導(dǎo)技巧(2)-提問(wèn)(開(kāi)放式)
綜合能力考核表詳細(xì)內(nèi)容
輔導(dǎo)技巧(2)-提問(wèn)(開(kāi)放式)
Speaker Notes – Page 24 (輔導(dǎo)技巧(2) – 提問(wèn)(開(kāi)放式) Ask, don’t tell It is the questions that focuses the attention and increases the awareness, not much the more limited command. Awareness and responsibility are raised better by asking than by telling. Function of questions Questions are most commonly asked in order to elicit information. The answer given by the coachee frequently indicate to the coach the line to follow with subsequent questions. While at the same time enabling him to monitor whether the coachee is following a productive track, or one that is in line with the purpose or company objectives. Focus on detail Questions should begin broad and increasingly focus on detail. The demand for more detail maintains the focus and the interest of the performer. eg. Looking at a square foot of carpet, after observing the pile, colour, pattern, perhaps a spot or a stain, the carpet will hold little further interest fpr the observer and his attention will be to wander to more interesting things. The coach needs to probe deeper or for more detail to keep the coachee involved and to bring into his consciousness those oftern partially obscured factors that may be important. Area of interest Paradoxically it may be valuable for the coach to focus upon any aspect that the coachee appears to be avoiding. So as not to break the trust and responsibility of coachee. Blind Spots Open Questions Open question requires descriptive answers promote awareness Closed questions are too absolute for accuracy, and Yes and No answers close the door on the exploration of further detail. Open questions are much more effective for generating AWARENESS and RESPONSIBILITY in coaching process. 明確性提問(wèn):請(qǐng)你把xx的使用方法說(shuō)明一下。 相關(guān)性提問(wèn):對(duì)兩件事間的聯(lián)系性進(jìn)行提問(wèn)(eg.今天發(fā)生的事對(duì)公司的聲譽(yù)有何影響 ?) 激勵(lì)性提問(wèn):其他三個(gè)部門(mén)都把任務(wù)做好,你們認(rèn)為什樣。 征求意襍性提問(wèn):你認(rèn)為本月?劃有無(wú)需要修改。 證實(shí)性提問(wèn):證實(shí)、明確事實(shí)。 Interrogative Words What, When, where, who, whom, how much, how many – raise awareness and responsibility Why and how discouraged since it often implies criticism and evokes defensiveness. Why – what are the reasons How – what are the steps From “Broad to Detail” , maintain focus and interest
輔導(dǎo)技巧(2)-提問(wèn)(開(kāi)放式)
Speaker Notes – Page 24 (輔導(dǎo)技巧(2) – 提問(wèn)(開(kāi)放式) Ask, don’t tell It is the questions that focuses the attention and increases the awareness, not much the more limited command. Awareness and responsibility are raised better by asking than by telling. Function of questions Questions are most commonly asked in order to elicit information. The answer given by the coachee frequently indicate to the coach the line to follow with subsequent questions. While at the same time enabling him to monitor whether the coachee is following a productive track, or one that is in line with the purpose or company objectives. Focus on detail Questions should begin broad and increasingly focus on detail. The demand for more detail maintains the focus and the interest of the performer. eg. Looking at a square foot of carpet, after observing the pile, colour, pattern, perhaps a spot or a stain, the carpet will hold little further interest fpr the observer and his attention will be to wander to more interesting things. The coach needs to probe deeper or for more detail to keep the coachee involved and to bring into his consciousness those oftern partially obscured factors that may be important. Area of interest Paradoxically it may be valuable for the coach to focus upon any aspect that the coachee appears to be avoiding. So as not to break the trust and responsibility of coachee. Blind Spots Open Questions Open question requires descriptive answers promote awareness Closed questions are too absolute for accuracy, and Yes and No answers close the door on the exploration of further detail. Open questions are much more effective for generating AWARENESS and RESPONSIBILITY in coaching process. 明確性提問(wèn):請(qǐng)你把xx的使用方法說(shuō)明一下。 相關(guān)性提問(wèn):對(duì)兩件事間的聯(lián)系性進(jìn)行提問(wèn)(eg.今天發(fā)生的事對(duì)公司的聲譽(yù)有何影響 ?) 激勵(lì)性提問(wèn):其他三個(gè)部門(mén)都把任務(wù)做好,你們認(rèn)為什樣。 征求意襍性提問(wèn):你認(rèn)為本月?劃有無(wú)需要修改。 證實(shí)性提問(wèn):證實(shí)、明確事實(shí)。 Interrogative Words What, When, where, who, whom, how much, how many – raise awareness and responsibility Why and how discouraged since it often implies criticism and evokes defensiveness. Why – what are the reasons How – what are the steps From “Broad to Detail” , maintain focus and interest
輔導(dǎo)技巧(2)-提問(wèn)(開(kāi)放式)
[下載聲明]
1.本站的所有資料均為資料作者提供和網(wǎng)友推薦收集整理而來(lái),僅供學(xué)習(xí)和研究交流使用。如有侵犯到您版權(quán)的,請(qǐng)來(lái)電指出,本站將立即改正。電話:010-82593357。
2、訪問(wèn)管理資源網(wǎng)的用戶必須明白,本站對(duì)提供下載的學(xué)習(xí)資料等不擁有任何權(quán)利,版權(quán)歸該下載資源的合法擁有者所有。
3、本站保證站內(nèi)提供的所有可下載資源都是按“原樣”提供,本站未做過(guò)任何改動(dòng);但本網(wǎng)站不保證本站提供的下載資源的準(zhǔn)確性、安全性和完整性;同時(shí)本網(wǎng)站也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的損失或傷害。
4、未經(jīng)本網(wǎng)站的明確許可,任何人不得大量鏈接本站下載資源;不得復(fù)制或仿造本網(wǎng)站。本網(wǎng)站對(duì)其自行開(kāi)發(fā)的或和他人共同開(kāi)發(fā)的所有內(nèi)容、技術(shù)手段和服務(wù)擁有全部知識(shí)產(chǎn)權(quán),任何人不得侵害或破壞,也不得擅自使用。
我要上傳資料,請(qǐng)點(diǎn)我!
管理工具分類(lèi)
ISO認(rèn)證課程講義管理表格合同大全法規(guī)條例營(yíng)銷(xiāo)資料方案報(bào)告說(shuō)明標(biāo)準(zhǔn)管理戰(zhàn)略商業(yè)計(jì)劃書(shū)市場(chǎng)分析戰(zhàn)略經(jīng)營(yíng)策劃方案培訓(xùn)講義企業(yè)上市采購(gòu)物流電子商務(wù)質(zhì)量管理企業(yè)名錄生產(chǎn)管理金融知識(shí)電子書(shū)客戶管理企業(yè)文化報(bào)告論文項(xiàng)目管理財(cái)務(wù)資料固定資產(chǎn)人力資源管理制度工作分析績(jī)效考核資料面試招聘人才測(cè)評(píng)崗位管理職業(yè)規(guī)劃KPI績(jī)效指標(biāo)勞資關(guān)系薪酬激勵(lì)人力資源案例人事表格考勤管理人事制度薪資表格薪資制度招聘面試表格崗位分析員工管理薪酬管理績(jī)效管理入職指引薪酬設(shè)計(jì)績(jī)效管理績(jī)效管理培訓(xùn)績(jī)效管理方案平衡計(jì)分卡績(jī)效評(píng)估績(jī)效考核表格人力資源規(guī)劃安全管理制度經(jīng)營(yíng)管理制度組織機(jī)構(gòu)管理辦公總務(wù)管理財(cái)務(wù)管理制度質(zhì)量管理制度會(huì)計(jì)管理制度代理連鎖制度銷(xiāo)售管理制度倉(cāng)庫(kù)管理制度CI管理制度廣告策劃制度工程管理制度采購(gòu)管理制度生產(chǎn)管理制度進(jìn)出口制度考勤管理制度人事管理制度員工福利制度咨詢(xún)?cè)\斷制度信息管理制度員工培訓(xùn)制度辦公室制度人力資源管理企業(yè)培訓(xùn)績(jī)效考核其它
精品推薦
下載排行
- 1社會(huì)保障基礎(chǔ)知識(shí)(ppt) 16695
- 2安全生產(chǎn)事故案例分析(ppt 16695
- 3行政專(zhuān)員崗位職責(zé) 16695
- 4品管部崗位職責(zé)與任職要求 16695
- 5員工守則 16695
- 6軟件驗(yàn)收?qǐng)?bào)告 16695
- 7問(wèn)卷調(diào)查表(范例) 16695
- 8工資發(fā)放明細(xì)表 16695
- 9文件簽收單 16695