Analysis of Conversation Tactics in The Book by Patrick King

“Conversation Tactics” teaches how people may achieve success in conversation by implementing different kind of powerful techniques. The book will provide with tools that can be useful to deal with all the different conversation we may encounter. This essay seeks to discuss the Strategies Patrick King shares in his book and which of them I would like to apply to my work.

I'm absolutely certain that a lot of people spend a generous amount of their time at work. And I am of the opinion that peculiarities of employees and their ability to trait with others respectfully considerably impact on the level of job satisfaction. Therefore, one of the tactics I would like to admit is 'making sure that people feel respected'. It means not just being present in the conversation but also listen and acknowledge what the сollocutor says. I am convinced that the respectful behavior of a colleague would make things easier for other employees. A friendly co-worker would make sure people feel respected. In my experience, this makes life much easier for everyone in our team. Nowadays, the ability to work in a team affably is considered as the vast output to success. Consequently, the ability to build a rapport and team spirit is a quality that leads people to work closely to accomplish the corporate goal. Furthermore, equally important is to pursue growth and learning of each employee of our department by using different kinds of communicative webinars and trainings since in our job it is prodigious not to find yourself speechless, moreover lose arguments or get taken advantage of by interlocutor.

On the flip side, “the two seconds rule” in constructive conversation suggests us to wait two seconds after the person has finished speaking before responding. It shows that you are actually thinking about what the other person said not just waiting for your turn. To my mind this tactic as an idea would well work when there are more than two people. I mean that during so called multi-party conversations like our QA meetings we could use this strategy to show our respect to each other and to take a break in decision-making.

In addition, I would like to add that the hallmark in helding the efficient feedback is the need to build meaningful connections and friendships. By this I mean that QA person can better connect with agents when they’ve had similar experiences or spoke common language. In other words, sometimes it’s a good idea to put yourself in agent’s shoes. From my point of view, a good QA agent will always act with probity in his/her relationships. Eventually, the tactic of “mirroring” suggests us to be loyal, friendly and to make sure we treat our relationships well by being on the same wavelength. The way I see it is to spend more live feedbacks with agents in order to improve communication and rapport between us. All this means that you wittingly listen to the pace of communication and vocabulary being used. In that way QA person may notice something we can work with to make the agent more comfortable.

Having read the book, I realized that сonsidered tactics might be valuable when interacting with colleagues/agents at work or even newcomers in building a rapport and breaking the ice. Moreover, some people may disagree with me, but I tend to think that most of tactics and strategies suggested by Patrick King are implemented in our department. And that is really great as he shows us the good example to follow.