Quick Dips

Small Talk

Small talk, instructions, presentations, meetings, all form the focus of a Victoria University study which aims to identify features of effective communication, diagnose possible causes of miscommunication, and help human resource development programmes.

"We have found, first of all, that effective communicators choose their strategies to suit the situation -- there is no one formula for a successful meeting or discussion...The research team found they couldn't link particular approaches uniquely to individuals, nor even to specific groups such as men or women or different cultures." says professor of linguistics Janet Holmes.

"Rather, the key factor is flexibility in selecting and switching styles as appropriate, using the most effective style to suit the topic or purpose of the discussion and the people involved. So managers might exert authority quite explicitly at meetings where everyone knows one another, and what needs doing is not in doubt. But they are likely to avoid such a direct approach with people they don't know as well, or when the task at hand is more problematic.

"Secondly, effective communicators work to prevent misunderstandings by making sure that everyone present is clear about what has been said and what decisions have been made.

"Finally, humour and small talk play an important part in every workplace. Though it might appear trivial or even time-wasting to some, social talk is an important component in good staff relations."

Holmes says the research results are likely to have direct benefits in management and skills training, mediation and conflict resolutions, communication auditing, and professional development resources.

"Human resources experts generally agree that communication skills are crucial to business success," she says.

Small talk, instructions, presentations, meetings -- all are part of how we communicate at work and form the focus of a Victoria University study which aims to identify features of effective communication, diagnose possible causes of miscommunication, and explore implications of the findings for human resource development programmes.

"We have found, first of all, that effective communicators choose their strategies to suit the situation -- there is no one formula for a successful meeting or discussion. While individuals tended to have preferences, the research team found they couldn't link particular approaches uniquely to individuals, nor even to specific groups such as men or women or different cultures." says professor of linguistics Janet Holmes.

"Rather, the key factor is flexibility in selecting and switching styles as appropriate, using the most effective style to suit the topic or purpose of the discussion and the people involved. So managers might exert authority quite explicitly at meetings where everyone knows one another, and what needs doing is not in doubt. But they are likely to avoid such a direct approach with people they don't know as well, or when the task at hand is more problematic.

"Secondly, effective communicators work to prevent misunderstandings by making sure that everyone present is clear about what has been said and what decisions have been made. Many misunderstandings are avoided by skilled management in advance, rather than sorted out after they have occurred.

"Finally, humour and small talk play an important part in every workplace. Though it might appear trivial or even time-wasting to some, social talk is an important component in good staff relations. For example, humour can be used effectively to soften criticism or get something done more quickly."

Holmes says the research results are likely to have direct benefits in management and skills training, mediation and conflict resolutions, communication auditing, and professional development resources.

"Human resources experts generally agree that communication skills are crucial to business success," she says.

Small talk, instructions, presentations, meetings -- all are part of how we communicate at work and form the focus of a Victoria University study which aims to identify features of effective communication, diagnose possible causes of miscommunication, and explore implications of the findings for human resource development programmes.

"We have found, first of all, that effective communicators choose their strategies to suit the situation -- there is no one formula for a successful meeting or discussion. While individuals tended to have preferences, the research team found they couldn't link particular approaches uniquely to individuals, nor even to specific groups such as men or women or different cultures." says professor of linguistics Janet Holmes.

"Rather, the key factor is flexibility in selecting and switching styles as appropriate, using the most effective style to suit the topic or purpose of the discussion and the people involved. So managers might exert authority quite explicitly at meetings where everyone knows one another, and what needs doing is not in doubt. But they are likely to avoid such a direct approach with people they don't know as well, or when the task at hand is more problematic.

"Secondly, effective communicators work to prevent misunderstandings by making sure that everyone present is clear about what has been said and what decisions have been made. Many misunderstandings are avoided by skilled management in advance, rather than sorted out after they have occurred.

"Finally, humour and small talk play an important part in every workplace. Though it might appear trivial or even time-wasting to some, social talk is an important component in good staff relations. For example, humour can be used effectively to soften criticism or get something done more quickly."

Holmes says the research results are likely to have direct benefits in management and skills training, mediation and conflict resolutions, communication auditing, and professional development resources.

"Human resources experts generally agree that communication skills are crucial to business success," she says.