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Chair – stopping an interruption





Just a moment, Peter. I’ll come back to you when Mary has finished.

We can’t all speak at once. One at a time, please, Peter, you wanted to …?

Please, let him finish.

 

Participants – interrupting

Excuse me, may I interrupt?

Can I come on here?

Could I just comment on that?

 

Participants – stopping an interruption

If I could just finish.

May I just finish?

No, just one minute …

U haven’t finished what I was saying.

 

Why did you interrupt?

I’d like to point out …

Can I add something about …?

I think we are forgetting an important point: namely …

I’d like to develop one point that was mentioned by …

 

Referring to other opinions

Peter, you said that …

Somebody mentioned …

What you said about … Well, I think …

Changing the focus of the discussion

We need to go into this in more depth.

We’re looking at this too superficially.

There is another way of looking at this.

Perhaps … is worth considering.

 

Commenting on an interruption

That’s a good point.

I see what you mean.

You’re right.

 

Chair – exploiting an interruption

OK. Perhaps we should talk more about …

So, is it perhaps more important to …?

Let’s think about this new point.

 

 

Asking questions

Check questions – we want to make sure people understand

Do you follow?

Do you see what I mean?

Are you with me?

 

Development questions – we want more information

Could you say a little bit more about that?

Would you elaborate on that a little?

Could you go into more detail about …?

Do you have any examples?

 

You need clarification

What exactly do you mean by …?

What are you trying to say exactly?

Why is this so important?

 

You need to hear a second time

I’m sorry, could you repeat that?

Could you go over that again, please?



 

You are listening

So you’re worried about …

If I understand you correctly, you’re saying that …

So, in other words, you think that …

 

 

Open questions

Could you tell me …?

I’d be interested to know …

What sort of …?

Closed questions

Do you plan to …?

Is there …?

Did you …?

Are you going to …?

 

Leading questions

Shouldn’t we discuss …?

Isn’t it important to …?

Can’t we …?

 

Factual questions

When will we begin production?

Who will lead the team?

 

! Meetings tip

Asking questions is a vital communication skill. By asking questions you clarify what is said and explore all the items on the agenda thoroughly.

 

 

Making decisions

More discussion

I still feel we need to discuss … a little more.

I think we should have more information on …

I would like to look more closely at …

I still can’t agree to …

 

Referring to time

We’re running out of time.

We don’t have any more time to spend on this.

We are almost out of time.

We are really behind schedule.

 

Closing the discussion

I’m afraid that I’ll have to bring this point to a close.

I think we’ve discussed everything.

I don’t think there is any more to be said.

 

Focusing

I really would like a decision on this.

Can we try and come to a decision mow?

Are we ready to take a decision?

 

Establishing consensus

Can we agree to …?

Does everyone agree that we …?

Can I take it that everyone is now happy with the decision?

Well, it seems that we are all agreed that …

 

Voting

Can we have a quick show of hands?



All in favour? Those against?

The proposal is carried.

The proposal is rejected.

 

Confirming

So, we are going to …

Right, we have decided to …

Just to confirm, we will …

 

Deferring

I think we will have to leave this until the next meeting.

Regarding …, e\we don’t have enough information about this.

We need more information on …

 

Moving on

Great, now can we move on to …?

Right, now we should turn to …

Let’s come on to …

 

 

Closing a meeting

! Closing a meeting

Say that the agenda is finished.

Check no-one has anything more to say.

Summarize the meeting: objectives and results.

Ask if all understand and agree with the results.

Confirm new responsibilities from the meeting.

Fix a date for the next meeting.

Thank people for coming.

Close.

 

Completing the agenda

I think we’ve covered everything.

OK. That’s everything on the agenda.

Is there anything else to discuss?

 

Summarizing

Before we close, I should summarize the main points.

We discussed … items.

So, our … [first / second] objective was to …

To sum up, we have decided to …

 

Delaying decisions

We’ll leave this to a later date.

We need more time to make a decision on this.

We’ll discuss this at our next meeting.

 

Everything is clear

OK, is that clear?

Does everyone agree?

Any final questions?

 

Final questions

Can I check just one thing?

One final question …

Did we agree to …?

 

Confirm new responsibilities

So, what’s the next step?

Bob, could you let us have a report on …?

Martha will look into the question of …

Jack, you’;; let us have a copy of the minutes?

You should have a copy of the minutes by ...

 

Next meeting

Can we fix a time for our next meeting?

Is June 28th convenient as a date for another meeting?

I’ll confirm the date and venue by next week.

Closing the meeting

Thank you for coming and for your contributions.

It was a pleasure to see you all today.

OK. We can finish there.

Let’s call it a day. [Informal]

I declare this meeting closed. [Formal]

 

!Meetings tip: what kind of meeting?

Useful – Useless

Constructive – A waste of time

Productive – Unproductive

Stimulating – Boring

Helpful – Pointless

Fruitful – Inefficient

 

 

Problem-solving meetings

What is the problem?

We are facing a problem with …

We need to look at the question of …

On this meeting I would like to raise the problem of …

We must confront the problem regarding …

A problem with … has arisen.

 

Cause

The problem was caused by …



The problem resulted from …

Te problem was a result of …

It was due to …

 

Problem:

· Communication

· Financial management

· Time

· Technical manpower

· Major

· Minor

· Serious

· Massive

· A bit of a

· Perennial

· Enormous

· Little

 

Brainstorming→ “How can we solve this problem?”

Troubleshooting → “We can solve this problem by …”

Handling problems – key terms

To solve – To find a solution to

To deal with – To tackle …a problem

To overcome – To get round

To avoid – To prevent

 

Time

On time:

We finished the project on time. = according to the schedule

In time:

He arrived at the meeting in time to have a coffee before the formal start. = with enough time

 

Schedule

We’re on schedule.

We’re ahead of schedule. (early)

We’re behind schedule. (late)

 

Deadlines

To meet a deadline good

To respect a deadline

 

To go over a deadline bad

To miss a deadline

 

 

To delay

To postpone LATER

To put off

EARLIER To bring forward

 

 

Solving problems – action plan verbs

To change – to develop – to adjust – to improve – to increase – to reduce – to review – to monitor – to reschedule – to remove – to add – to refuse – to accept

 

Future problems?

I don’t anticipate any problems with …

… shouldn’t create a problem.

… won’t cause any difficulties.

… may lead to a few problems.

 

 

Vocabulary building

If you wish to use English fluently and accurately, it is important to know how words combine in phrases and sentences. Here are some important word combinations connected with meetings.

 

 

A. Suggestion To make a suggestion put forward-invite-welcome-reject   Agood suggestion constructive-helpful-ridiculous-useful
He made a suggestion that we (should) reduce costs by 10% • I have a suggestion concerning … • At his suggestion, I have …
B. Decision To make a decision come to – take – reach – reconsider   A unanimous decision joint – final – wise – fair – hasty – poor – quick
We made a decision to … We took a decision about … It was a decision that was difficult to understand.
C. Plan To present a plan approve – reject – carry out – drop – implement   A detailed plan ingenious – contingency – short-term
The plan succeeded. • The plan failed. • Everything went according to plan.
D. Objective To achieve an objective meet – set – state – agree – formulate   A major objective primary – secondary – main – major – realistic – long-term – ultimate
E. Agenda To draw up an agenda put together – draft – put something on – circulate   Ahidden agenda
There are three items on the agenda. • This subject is very high on my agenda.
F. Opinion To have an opinion hold – express – give – ask for – agree with   A personalopinion expert – honest – strong – objective – positive
In my opinion, … • We had a difference of opinion that …

 

 

Meetings at a glance

Introduction – the chair

OK, shall we make a start? → Welcome to today’s meeting, everybody. → Do you all have a copy of the agenda? → OK, so as you can see, our objective today is to … → I think we can follow the items as they ate on the agenda. → OK, I propose that we go round the table so that we can hear everyone’s views. → Regarding timing, I would like to be finished by five. → So, can we begin with the first item on the agenda?

The discussion

 

Participant Chair Participant

 

John, what do you think?

 

In my opinion we should …

 

Thank you, John. Peter, do you agree?

 

I partly agree, but …

 

So, you think we need to …

 

May I add something here?

 

OK. We all agree to …

Can we move on to the second point?

 

May I digress for a second?

 

Can we stick to the agenda, please?

 

We’re running

over time.

 

OK. Can we come to a decision on this?

 

Yes, I can agree to …

 

Good. Then we have agreed to …

 

Ending – the chair

OK. Perhaps I should summarize what we have decided. → We are going to … Peter will prepare … John is responsible for … → Is that clear? → Right. I think we have covered everything. Is there any other business? → OK. Thank you all for coming. We have made good progress today. → We can fix a date for our next meeting. Is … convenient? → Good. If there are no further points, we can finish there. Thank you.

 

 

Cross cultural tips

There are many different types of business meeting. In addition, how partici­pants behave will depend upon cultural background. Use the following as а checklist to help you prераrе yourself for communicating in international meetings.

 

Preparation Some cultures

- аrе happy with telephone meetings in preference to personal contact.

- expect extensive pre-meeting documentation and briefing information.

- prefer communication of prepared ideas to spontaneity during discussion.

- value fact over opinion.

 

Structure Some cultures

- regard small talk as essential to establish the required personal relationship.

- prefer certain types of meeting (briefing) to others (problem solving).

- view informality as unprofessional.

- expect to work systematically to an agenda.

- work organically and value flexibility and digression.

 

Roles Some cultures

- see the chair as controller and decision-maker rather than facilitator.

- prefer an individualist to а collectivist approach.

- expect important decisions will be taken bу senior personnel in the company.

Language and communicationPeople can

- find Idiomatic language difficult. Keep it short and simple.

- bе frustrated bу native speaker domination. Allow others to speak.

- misunderstand silence: is it agreement, non-understanding, thinking time, boredom?

- bе offended. Humour is often personal and culturally specific. Use with caution.

 

Time Some cultures

- respect punctuality.

- аrе very concerned with deadlines.

- аrе flexible about time.

 

Decision-making Some cultures

- prefer logic to imagination.

- prefer diplomacy to ореn disagreement.

- don't welcome interruption and contradiction.

- see directness as rude and unsophisticated.

 

Non-verbal aspects People mау

- expect а formal dress code.

- see handshaking as the basis for establishing а personal relationship.

- see the exchange of business cards as important.

- have strong expectations about using first оr family names. Family names аrе safer.

- mistake friendliness for unprofessionalism.

 

 

Golden rules

Practise and rehearse key English phrases:

Chairing

DO

· plan the meeting thoroughly: agenda - format - people - minutes.

· begin bу reviewing objectives.

· encourage ideas from all the participants.

· listen: clarify, summarize and focus the discussion.

· impose control оп strong personalities.

· respect time: maintain расе but slow down for analysis.

· guarantee а result: identify the issues and find consensus.

· summarize decisions аt the end.

· implement аnу action plan and organize the next meeting.

DON'T

· forget the environment: you may need nаmе cards, flipchart, refreshments.

· dominate and bully people with your authority.

· allow over-elaboration оr irrelevance.

· postpone decisions too quickly to another meeting.

· close а meeting without reviewing decisions.

 

Participating

DO

· read the agenda before and bring supporting documentation .

· speak with sufficient volume and clarity for everyone to hear you .

· respect and support other speakers: develop their ideas.

· bе flexible and willing to improvise.

· listen and check to ensure you understand.

· give direct replies: don't digress.

· build to а consensus.

DON'T

· leave meetings to make 'important' phone calls.

· interrupt too much оr disagree too strongly.

· react personally to differences of opinion.

· use over-complex language.

· pretend to understand.

· leave а meeting without clearly understanding the decision.

 

 

UNIT III

NEGOTIATIONS

Warm up

1.Discuss the following questions:

1. What is a 'negotiation?

2. How would you judge the success of a negotiation?

3. What makes a good negotiator?

4.Have you ever been involved in formal or informal business negotiations?
Describe your experiences.

What do you think?

How appropriate is the following advice? Rank each suggestion on a scale from
1-10 (1 = essential, 10 = unhelpful) to indicate your opinion:

 








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