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Questioning and Listening Skills - workshop
The document outlines effective questioning and listening skills, emphasizing the importance of active listening and understanding communication styles. It differentiates between listening and hearing, presents techniques for effective listening, and suggests various questioning strategies. Key skills include maintaining open body language, using verbal cues, and appropriately responding to maintain engagement during conversations.
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Questioning and Listening Skills - workshop
- 1. Questioning and Listening Skills Facilitatedby Ian J Seath © Copyright ISC 2013
- 2. Stephen Covey -Seven habits of highly effective people SEEK FIRST TO UNDERSTAND, THEN TO BE UNDERSTOOD © Copyright ISC 2013
- 3. 4 possible communicationstyles Attack, Dominate, Threaten Inform, Persuade, Direct Aggressive Assertive Passive Responsive Question, Listen, Summaris e Withdraw, Silent, Apologise © Copyright ISC 2013
- 4. Characteristics Assertive Responsive Inform In Control Convince Persuade Influence Question Explore Summarise Listen Empathise Aggressive Passive Dominate Sarcastic Patronise Attack Put downothers Dismissive Apologise (for everything) Withdraw Sit on the fence Keep the peace Put down self © Copyright ISC 2013
- 5. Assertive - Responsive WIN/ WIN Relaxed In balance with others Eye contact Non-threatening Chooses influential position Paced Open posture WIN / LOSE Closed posture Avoids eye contact Out of balance with others - stand vs. sit Erratic Tense Aggressive - Passive © Copyright ISC 2013
- 6. Most people listenin order to respond; good listeners listen in order to understand. LISTENING SKILLS © Copyright ISC 2013
- 7. Listening vs. Hearing Animalsand machines can hear; i.e. respond to sensory inputs Sheepdog following commands from shepherd Voice recognition software on a PC Only people can listen; i.e. interpret the meaning behind words and react accordingly “Can you pass me some water please?” © Copyright ISC 2013
- 8. Listen and remember % Remembered Start-upEffect (Strong Introduction) Recency Effect (Strong Summary/ Ending) Impact Repetition Time © Copyright ISC 2013
- 9. Keys to effectivelistening Find areas of interest Judge content, not delivery Hold your fire Listen for ideas Be flexible in note-taking Work at listening Resist distractions Exercise your mind Keep your mind open Capitalise on the fact that thought is faster than speech © Copyright ISC 2013
- 10. Active listening Behaviours whichdemonstrate active listening include... An attentive posture, leaning forward, with uncrossed arms (“open” body language) Nodding your head Smiling (genuinely) Verbal cues (“Uh huh”, “I see”, “Yes”, “Go on”) Making eye contact (but not staring) Asking Reflective Questions Taking notes Summarising © Copyright ISC 2013
- 11. Active listening Confirmation andacknowledgement Showing empathy “Yes, I agree” “Uh huh, I see” “What you seem to be saying is…” “So, you feel…” “If I were in your position…” “I understand your points…” Appropriate Body Language Open and positive © Copyright ISC 2013
- 12. We pay 5times more attention to the body language than we do to the words. HOW YOU ARE, IS AS IMPORTANT AS WHAT YOU SAY! © Copyright ISC 2013
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- 14. “I like you verymuch” © Copyright ISC 2013 “Do you want to come to my party?” “Fantastic decision!” “I think you’re great Ref!”
- 15. Questioning techniques Open Questions What, Where, When, Who, Why, How To get the candidate talking and open up discussion Closed Questions Did, Can, Was, Were, Is To confirm facts and close down discussion Probe Questions “Why did that happen?” “How did that affect you?” To get behind the first answer Reflective Questions “You mentioned training, in what way was...” “Challenging, how was that...?” Reflects back the candidate’s answer and leads to a further question Demonstrates active listening Leading Questions “Do you prefer X or Y?” “You agree, don’t you?” Should not be used Multiple Questions “What... & was...?” Should not be used © Copyright ISC 2013
- 16. Remember... “Prejudice is agreat time saver. It enables you to form opinions without having to gather the facts.” (Anon.) © Copyright ISC 2013
- 17. Ian J Seath ImprovementSkills Consulting Ltd. (November 2013) ian.seath@improvement-skills.co.uk 07850 728506 @ianjseath www.improvement-skills.co.uk