The situation (the story of a student at the University of Practical Psychology): End of the month. period of payment of taxes. A young specialist forms a payment order with a strong overstatement of the tax amount to be paid to the budget. The manager signs this payment order. The payment "leaves" for execution in the bank.
After 2 hours, I check the payment and see that the amount of this tax is significantly higher than the amount due for payment. I invite a young specialist. Our dialogue:
I: "Irina, in the payment order No ... (requisites), there are doubts on the amount, we need to double-check and clarify the accuracy of the calculation."
Irina: (after 4 minutes she runs into the office, turns pale, blushes, does not understand anything) I mispredged the tax, I mistakenly indicated the annual amount instead of the monthly one. What will happen now? I’ll be fired? Will the overpayment be withheld from me? .... (further the flow of unprepared questions from the position of the victim).
I understand that we must take the situation into our own hands! After a series of certain actions (call to the bank, call to the tax, calculation of the amount of overpayment, calculation of the amount of risks and bonuses from the situation - the picture of the final result looms). Further conversation with the head with the use of the technique "Designation of intentions" and "Prepared matter".
I: "GA, I have an important and urgent conversation with you for 15-20 minutes."
GA: "Well, I suggest we discuss right now!"
I: Step 1. (Introduction to the situation on the basis of facts.) "Today, the day of payment of corporate income tax and tax was transferred at the rate of the annual amount .There arises a large overpayment to the budget."
Step 2. (What have already been done) 1. On this it is not possible to cancel the payment (specified in the bank) 2. There is an exact amount (calculated and verified, and it exceeds our obligations by a factor of 10. 3. The risks and bonuses of the consequences of this overpayment for our organization are calculated. )
Step 3. There are the following solutions to this situation 1. To pay the overpayment to the Budget in the context of this tax and it will be sufficient for at least 5-7 years (calculated on the basis of the results of our activity) Application for offsetting the amount in future periods for this tax
2. Write an application to the tax refund amount overpayment (return, at the same time there is a risk of a desk audit / exit check)
3. Write an application for offset with other taxes (a statement to write every time you need a set-off between other taxes, there is a risk of verification).
Step 4. (An open question to the head!) GA. what will be your decision?
In this situation, the head chose to leave overpayment to the budget. Even this was rejoiced)).
With Irina we agreed that she will continue to be attentive. She analyzed her mistake and the reasons for her occurrence. I got experience. I was grateful to help in resolving this issue. Yes, and the staff now know what the prepared question is, have become independent and self-confident.
All business people like prepared questions , though this means two quite different things. In business communication or at a meeting, the prepared question is an organizational issue coordinated with all responsible persons, where everything is already clear with resources and with deadlines. Another thing - the situation of communication, where the prepared question is a clear question, in which the author took care that the other person to respond to it was easy. In this article we are talking about this case, about a communicatively prepared question.
Usually people do not want to think, many are used to: "I will ask - they will answer me." Why should I think? " Such people ask unprepared, dark questions, where the information for the decision is clearly not enough, and it is unclear what the person wants...
Typical questions to the counselor psychologist: "Hello, my husband cheats on me. How can I return his love?" or "I get irritated all the time and there s nothing I can do about it." What should I do with this? " - How to answer this question, if the interlocutor did not prepare anything for the answer?
A student at the University of Practical Psychology asks the teacher: "How can I formulate the amount of the planned result for the Exercise Total Yes, so that the result is measurable?" - it seems that the student simply wants the teacher to do his work for him.
If a person, before asking a question, thought through the situation, tried to collect all the necessary information, was determined for himself so that he wanted and what there is at least some solutions (a bad solution and a terrible solution are options ), then it s easier to talk with him. If you want to be talked with and it was productive - prepare. Questions prepared by you make communication more productive and more pleasant, at least for your interlocutor.
In this respect, the prepared question is a variant of constructive interaction, and the unprepared question is often not just a difficulty, but also a conflict: it irritates both as a manifestation of disrespect, and simply as a manifestation of stupidity.
If a person simply described the problem and asked: "What should I do?" - this issue is not prepared. The fog is full: it is usually not clear that the author wants that he knows how, what he tried, what results of his attempts ... Your question will be more prepared if you tell that you already know on this issue that you know how, what attempts have already been made and why the standard responses did not help, among which you have already heard such and such ... In fact, in this issue you are already giving the solutions and just ask what to choose better. Look at how best to formulate a constructive appeal for help...
Where will it be appropriate that you make your questions more prepared? First of all, this is in demand in business communication, especially in communication with management. However, in fact they are needed in the family, in communication with children, and with the husband (wife), in conversations with parents and exactly - in communicating with psychologists for advice.
Sometimes people ask questions when during a conversation they have something that is not clear and they want to clarify it. Fine? Yes, but the style is important, as the employee specifies what the manager does not understand. The dull question "What do you mean?" makes almost any leader tense.
Indeed, what did he mean if his words were left seemingly completely incomprehensible? This question is raw, for the head inconvenient, the question is unprepared.
It’s another matter when an employee asks thoughtfully: "Do you mean more or less?"
The extra "more" insertion allows the leader to assume that there was so much sense in his previous statements that it’s not even possible to put everything into one definite answer. It’s nice.
On the prepared clarifying question the head can answer even with a nod of the head, absolutely without straining it, which, naturally, almost pleases any leader. And it’s not a matter of natural laziness: just stresses in the work, as a rule, suffice and so, artificially add them there is no need.
The prepared question, offering a person alternatives to answers, thus prompts the answers desirable, "correct". If the hint of the required answer was the main task of such a question, then such a prepared question should be more accurately called prompting. And the technique used is the technique of the prompting question.
When asking questions, I try to make the question understandable and easy to answer.
I do not ask questions, which I can answer myself.
I do not ask questions that no one will answer.
In the beginning, I think myself and voice my thoughts to the interlocutor: what do I know about this issue and what I would like to clarify.
Unfolding the question, I try to give variants of answers that suit me.
Having received the answer, I thank the interlocutor even in the event that the answer did not satisfy me.
Responding to unprepared questions
The prepared question is a question in which the answers convenient for the interlocutor are already put. Prepared questions - evidence of concern for the interlocutor, a variant of the syntonic communication. An unprepared question puts the interlocutor in a dead end, asks him an additional (that is, completely superfluous) work, or even represents the interlocutor in an unattractive light, and in this sense the unprepared question differs little from the negative manipulation. See →
If you have a status, you can demand from your interlocutor that he, asking you questions, take care and formulate them properly, making them understandable and convenient for you. As for business communication, while your employees communicate unskilled and did not learn how to formulate prepared questions, they will strain you often. What to do? In the long term, such an employee is either fired or trained, but for the time being, he should not be invited to discuss it "as" now, but to take a time (for example, a day), so by this time he has come to you with his draft decision (with solutions ). For more information, see →