Other Sellers on Amazon
+ FREE Delivery
+ FREE Delivery
The Communication Book: 44 Ideas for Better Conversations Every Day Hardcover – 5 April 2018
|New from||Used from|
|Hardcover, 5 April 2018||
Enhance your purchase
Frequently bought together
- Language : English
- Hardcover : 208 pages
- ISBN-10 : 0241982286
- ISBN-13 : 978-0241982280
- Best Sellers Rank: 26,541 in Books (See Top 100 in Books)
- Customer reviews:
About the Author
Roman Tschäppeler is a creative producer based in Biel, Switzerland, who produces documentary movies, ad campaigns and art installations. Krogerus and Tschäppeler met at school in Denmark and have written four books together - The Question Book, The Test Book, The Change Book and the international megaseller, The Decision Book, twice the bestselling UK business book of the year.
Mikael Krogerus and Roman Tschäppeler have tested the 44 most important communication theories - distilling them into this wickedly accessible package so you can communicate better in work and life
Theory Of Rhetoric
Learn six rhetorical rules:
1. Anaphora: repetition of a word or phrase, typical in political speeches: ‘I demand justice. I demand understanding. I demand . . .’
2. Inversion: reversing the usual word order, such as in ‘Infinite is his sorrow’ (instead of ‘His sorrow is infinite’).
3. Irony: saying one thing when you really mean the opposite, e.g. ‘I really enjoyed being stuck in that traffic jam.’
4. Rhetorical questions: questions that make a statement, e.g. ‘Would you like shiny, glossy hair?’
5. Analogies (comparisons): ‘He stood there like a dying duck in a thunderstorm’ (banal) or ‘He was
as confused as a comma at the end of a sentence’ (creative).
6. Antithesis: a contrasting thought to produce tension,
e.g. ‘He was beautiful, strong and . . . unhappy.’
Stick to three principles:
1. Thing, not person: do not be distracted by whether you like the other person or not.
2. Similarities, not differences: don’t think: I am in the weaker [or stronger] negotiating position. Ask yourself: What does the other person need from me? Do we have common interests?
3. Good enough, not perfect: you should not be aiming for the maximum possible. Because perfection is like the unicorn: it’s rumoured to exist, but nobody has ever seen it. So, alongside your desired outcome to the negotiation, have a Plan B prepared before negotiations even start. This is called the BATNA Principle (Best Alternative to a Negotiated Agreement). It offers the best alternative when an agreement can’t be reached.
When We Think Of The Best Arguments
Four tricks to avoid being nervous:
1. Expose yourself repeatedly to the same situation (so‑called
‘practice under pressure’), whereby the situation loses its uniqueness.
2. Wait five seconds before answering – your answer
might not be any cleverer, but it comes across as weightier.
3. Not so easy: imagine that you’re not in an interview
but sitting in the pub with friends.
4. Keep in mind that although being quick-witted can be impressive in an interview, it is seldom required in most jobs.
How to identify fake news:
Who? by answering ‘who’ said it, we divert our attention to the sender. Lasswell called this ‘control analysis’: who is talking? What is their aim? Who are their allies?
What?: by looking at ‘what’ is being said, we give attention to the actual message (the ‘content
analysis’) – to identify the aim behind the message we can, for example, ask: how are women or people of colour represented? What does the phrasing imply?
Which?: by answering the ‘which channel’ question we make a ‘ media-analysis’: why are they using this channel? How can they afford it? Who paid for it?
To Whom?: the ‘audience analysis’ can, for example,
reveal something about the aim of the sender: why are they talking specifically to these people?
With What Effect?: with the ‘effect analysis’ we ask: how did the audience react? What does this tell us about the sender?
No customer reviews
|5 star (0%)||0%|
|4 star (0%)||0%|
|3 star (0%)||0%|
|2 star (0%)||0%|
|1 star (0%)||0%|
Review this product
Most helpful customer reviews on Amazon.com
p.s. Below please find some favorite passages of mine fyr.
Cialdini identified six universal principles of persuasion:-
1. Reciprocity. Do unto others…
2. Authority. We tend to follow advice of experts.
3. Consistency. We look up to people who are consistent
4. Consensus. We are herd people. We do what others do. Social Proof.
5. Scarcity. Talk about the benefits “AND” point at what people will lose if they fail to act.
6. Liking. People prefer to say yes to people they like. Pg4
Get in the habit of helping people out, and don’t say, “No big deal.” Say, “Of course, it’s what partners do for each other” – label what happened an act of partnership. – Cialdini pg5
Salami Tactic: Do not put your suggestion forward all in one go, but serve it in small, easily digestible slices instead. 2 benefits. The fear of a huge task or bold idea is reduced. A measured presentation allows the other participants to explore the idea themselves and think it through further. The other participants do not recognize your overarching intention. This make it harder to fight against…..Disassemble a truck into many small parts and a child can carry it. Pg16
Masquerade as a pig to kill the tiger. Pg41
Oysters open completely when the moon is full; and when the crab sees one it throws a piece of stone or seaweed into it and the oyster cannot close again….such is the fate of him who opens his mouth too much and thereby puts himself at the mercy of the listener. – da Vinci pg41
Listen out for details in what they are saying and pick up on these later….Resist the impulse of giving the other person advice – unless of course they specifically ask for it. Instead, take the conversation back to an exciting, important part of the story: “Earlier, you said that…” “and what happened next?” pg55
The most important gift: to listen o another’s anxiety ties for one hour, without judgement or solutions, as an analyst might. – Alain de Botton pg55
If you can’t change your mind, then you’re not using it. Pg75
Please tell me what you need, so that we can talk about it. Pg101
Would you rather be right…or happy…? – Marshall Rosenberg pg101
1. Expose yourself repeatedly to the same situation (practice under pressure), whereby the situation loses its uniqueness.
2. Wait five seconds before answering – your answer might not be any cleverer, but it comes across as weightier.
3. Imagine that you’re not in an interview but sitting in the pub with friends.
4. Keep in mind that although being quick-witted can be impressive in an interview, it is seldom required in most jobs. Pg133
We make an assessment based only on two parts of the experience. The peak. The end. This is the Peak-End Rule. Pg184