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COMMUNICATION 2 1st edition Table of Contents UNIT 1 BUYING AND SELLING 3 UNIT 2 CAREERS 19 UNIT 3 COMPANIES 37 UNIT 4 PLANNING 52 UNIT 5 MANAGING PEOPLE 63 UNIT 6 CONFLICT 76 3 UNIT 1 BUYING AND SELL.
1st edition COMMUNICATION Table of Contents UNIT 1: BUYING AND SELLING UNIT 2: CAREERS 19 UNIT 3: COMPANIES 37 UNIT 4: PLANNING 52 UNIT 5: MANAGING PEOPLE 63 UNIT 6: CONFLICT 76 UNIT 1: BUYING AND SELLING Vocabulary STT 10 11 12 13 14 Từ vựng Great deals (n) A low deposit (n) Interest-free credit (n) Free delivery (n) 12 monthly payments (n) A big discount (n) Great after-sales service (n) A convenience store (n) A department store (n) An online retailer (n) A shopping centre/mall (n) Manufacturer (n) Wholesaler (n) Bargain (v),(n) 15 16 17 18 Loyalty-card (n) Money-back guarantee (n) Guarantee/Warrantee (n) Flagship store (n) 19 20 21 Goods in stock (n) Out of stock (n) Brochure (n) 22 23 Leaflets (n) Hire (v) 24 Rent (v) 25 Lease (v) Nghĩa Ưu đãi Khoản phí đặt cọc thấp Thẻ tín dụng khơng tính lãi Miễn phí vận chuyển Chi trả hàng tháng vịng 12 tháng Chiết khấu lớn Dịch vụ hậu mãi/dịch vụ sau bán hàng Cửa hàng tiện lợi (mở 24/7) Bách hóa tổng hợp Nhà bán lẻ online Trung tâm thương mại Nhà sản xuất Nhà bán buôn (v) Mặc cả, (n) hời (mua rẻ so với giá niêm yết) Thẻ thành viên Đảm bảo hoàn tiền/tiền hoàn lại Bảo hành Đại lý cấp 1/ Cửa hàng lớn chuỗi cửa hàng bán lẻ Hàng sẵn kho Hết hàng Các thông tin sản phẩm đóng thành sách mỏng Tờ rơi Thuê người vật thời gian ngắn bao gồm dịch vụ Th theo thời gian ngắn 1-2 tuần, có ràng buộc Thuê thời gian dài có hợp đồng ràng buộc Structures 2.1 Past time references: + Last week/month, ago,… The special deals ended two months ago Last week, we sold 500 units – a record! + Preposition: In Months I went on a business trip in August Years He moved to Germany in 1999 On Dates The goods left the warehouse on 9th Days April The offer finished on Monday From … Beginning and end of a They worked on the sales campaign to … period from February to March For A period of time He lived in France for five years During At some point in a period During October, we reached our sales target for the year Grammar 3.1 Past Simple (Quá khứ đơn): S + V_ed + O S + V(irregular) + O I watched an advertisement yesterday + We use the past simple to talk about completed actions in the past Last year, we increased our sales by 15 per cent + We usually form the past simple by adding –d or –ed to the verb save – saved launch – launched export – exported + About 150 irregular verbs form the past simple differently cost – cost be – was – were grow – grew spend – spent give – gave go – went 3.2 Modal verbs: must, have to, need to, should + Vbare infinitive + We use should or shouldn’t to give advice or make suggestions You should follow up all your leads You shouldn’t talk about yourself + We use have to or need to say that something is necessary or very important I think you have to pay a sales tax I need to sell my car quickly + We use don’t have to or don’t need to if something is not necessary You don’t have to make a sale the first time you speak to contact If you buy now, you don’t need to pay anything until next year + must is very similar to have to You must sound and appear confident + But mustn’t is not the same as don’t have to We use mustn’t to say that somebody is not allowed to something You mustn’t sell cigarettes to anyone under age (= Don’t sell cigarettes to anyone under age.) Practice -A- Ex: There are some good offers The buyer pays only a small amount of money at the beginning The buyer pays some money every four weeks for a year There is no cost for transporting the goods to the buyer It doesn’t cost extra to pay over 12 months -B1 Find expressions which mean the following _ _ _ Read this sentences Does a buyer (B) or a seller (S) say them? We offer great deals I’d like to place an order Do you give a guarantee? I’d like to compare prices Cv Great deals _ Are the goods in stock? Can you pay a deposit? We always deliver on time Can I make monthly payments? Combine phrases from Box A with words from Box B to make word partnerships A after-sales cooling-off credit-card method of interest-free money-back loyalty-card out of B Credit period details scheme guarantee service payment stock cooling-off period Use the definitions (1-8) below to help you Ex: The time when you can change your mind and cancel an order The name, number and expiry date on your payment card The way you pay for the goods you want When you can pay some time after you buy, but no extra cost When the goods you require are not available A promise to return your money if you are not happy cooling-off period _ _ _ _ _ The help you get from a company when you start to use their product Method for customers to obtain a discount on future purchases from the same organisation -D1 c supplier d offer c offer d bargain c purchase d refund c storage d warehouse c distribute d manufacture b out of stock d interest-free credit Match the sentence halves We were all in agreement Her new flat is near her workplace We didn’t have any more paper in stock They usually order online They don’t have an online catalogue They say some of the goods are damaged 1–c -F- _ Circle the odd word/phrase out in each group a wholesaler b retailer a return b discount a return b exchange a stock b sale a dispatch b deliver a money-back guarantee c loyalty-card scheme -E- _ 2– 3– a) which means they don’t have to queue! b) so we’ll have to exchange them c) so we didn’t have to discuss the deal any further d) so she won’t have to drive to work anymore e) so we had to order some more f) so we have to ask them to send us one 4– 5– 6– 1.1 Listen to the negotiation again and complete these sentences Chen: Yes, pollution is a big problem here We’re trying all sorts of ideas to reduce it … I see from your _ that a standard two-seater car will cost about € 12,000 Martin: If you order 10 vehicles, you’ll be paying us about €100,000, minus the 2% we offer a new customer Martin: We could possibly deliver by late August, all being well Chen: Mmm, that might be OK, if you can by then Chen: Good, how about the ? We’d like a long period Chen: What about payment? Do you offer terms? Martin: I’m afraid not It’s company _ for a new customer We need payment by bank transfer on receipt of the goods Oh, and we ask for a of 20% of the value of the order Reading comprehension Women on top in new sales industry survey A new survey of the sales industry shows who sales professionals believe make the best salespeople and the qualities needed in order to succeed A new survey of over 200 sales professionals has found that two-thirds of women and over half of men believe that women make the best salespeople, underlining the growing reputation of women in the sales industry The survey was carried out for Pareto Law, a recruitment and training company It questioned sales professionals on what they considered to be the most important qualities for a salesperson It also asked who would be most likely to succeed Both men (53%) and women (66%) agreed that women make better salespeople, with Hillary Clinton voted as the top female celebrity most likely to succeed in a career in sales When asked why women make best salespeople, men believe the main reason is that women are better at actually closing deal, while women stated they are better than men when it comes to dealing with people Other female skills highlighted included being more organized and being able to handle more work, while male skills were identified as strong personalities and selling skills Jonathan Fitchew, Managing Director of Pareto Law, said: “Television programmes have increased people’s interest in the sales industry, but have also highlighted the different approaches of men and women to the same sales issues.” When it comes to the individual qualities required to become a successful salesperson, men ranked honesty as most important (53%), while women placed most value on personality (47%) Both agreed that integrity was also key, coming third overall (41%) Good looks came at the bottom of the list, with only 3% of sales professionals ranking this as important This focus on professionalism, rather than the hard sell, supports the fact that over half of the sales professionals questioned believe that the reputation of sales has improved over the last 10 years, with 55% of men and 47% of women considering this to be the case 8 Both men (87%) and women (86%) agreed that the top incentive for salespeople was money, with the average sales executive expecting to earn between £25-35k, including bonuses and commission, in their first year of work Other incentives included verbal praise, overseas holidays and cars Task 1: Read the article and match each of these headings (a-h) to one of the paragraphs (1-8) a) Motivation e) Main finding of the survey b) Professionalism f) Why women make the best salespeople c) TV g) What the survey asked d) Personal qualities h) The woman who would make the best salesperson Task 2: What these numbers refer to in the article two-third 200 53 47 25-35 UNIQLO: A GLOBAL SUCCESS STORY Tadashoi Yani, the founder of Uniqlo, is Japan’s richest man That’s not bad for someone who started with a single store in Hiroshima in 1984 and now has a global retail business The company sells high-quality casual clothes at low prices Uniqlo grew quickly in Japan during the 1990s In 1998, it had over 300 stores Following the good results in Japan Yani decided on global expansion It started with stores in the UK in 2001 It didn’t work Most of the stores were too small and in the suburbs of city In 2003, Uniqlo closed most of them In 2005, Yani changed strategy The new strategy was to open large stores in major cities around the world The relaunch of Uniqlo began in November 2006 with the opening of a flagship store in New York Over the next two years, the number of international stores went up from 54 to 92, including flagship stores in London and Paris Yani also hired the German designer Jil Sander in April 2009 Her role was to design a collection for Uniqlo and to be the creative consultant for the company The collection went in sale in selected stores in March 2010 In 2010, Uniqlo made profit of ¥49.8 bn Yani sees Asia as a key market for Uniqlo In 2007, the company had 26 stores across Asia The number increased to 64 at the end of 2010, including a flagship store in Shanghai Yani’s plan is for another 500 stores over the next five years, mainly in China Yani also aims to introduce Uniqlo stores in the fast-growing Indian and Brazilian markets Task 3: Decide whether these statements are true (T) or false (F) Correct the false ones In the 1990s, Japan was Uniqlo’s main market Uniqlo had a lot of success when it entered the UK market in 2001 Yani’s new global strategy was to open big stores in important cities At the end of 2008, Uniqlo had 92 international stores Yani hired Jil Sander to design all Uniqlo’s clothes Uniqlo opened 64 stores in Asia between 2007 and 2010 Task 4: What these numbers refer to in the article: 1984 300 2003 10 unofficial, explain how team members should communicate with you and with one another Identify the main channels for communication such as email or chat servers so that everyone understands what steps to take if they encounter an issue Reach out to your team as a group and individually to check up on their progress and encourage open communication as a means to solve problems Identify clear workflows Identify what role each team member plays in completing a project and map out the workflow processes you expect to use Having a clear understanding of each individual role and how it impacts the overall project gives you a more informed perspective on what you can expect of each person It also enables you to craft a reasonable timeline that employees can stick to Managing employees without understanding the project workflow can result in confusion and delays, preventing you from efficiently identifying the cause of any issues that take place Develop clear goals Set goals as a team and individually to guide your management efforts Creating goals at the beginning of a project gives you a guideline as a leader and keeps everyone focused on how their behavior impacts the success of a project or initiative Write each goal down so that you have a document you can reference when assessing project success at key benchmarks Discuss with your team the steps everyone needs to take to accomplish their goals, providing everyone with opportunities to ask questions and make suggestions about strategies for meeting or exceeding team goals Consider using the SMART method when creating goals so that you have a clear way of identifying whether your team successfully accomplished their goals or not SMART stands for specific, measurable, achievable, relevant and time-based This means that each goal you set needs to have clear guidelines and a way to record progress on a schedule Goals that fit into the SMART framework are easy to manage because they are created to suit each team member's unique position and provide metrics that keep everyone accountable Demonstrate consistent leadership Building trust with your team is an important part of being a good manager One of the best ways to show that you are trustworthy and 73 earn respect from others is to be consistent in your behavior When you say that you are going to something, follow through every time Although you should personalize your management techniques to each individual, you also need to hold everyone to the same standards of behavior to avoid showing favoritism Consistent, reliable follow-through shows your team that they can trust you to be fair and equitable with everyone working on a project Provide positive reinforcement Positive reinforcement is a highly effective management technique where you reward people who demonstrate excellence in the workplace Be vocal when you notice someone producing quality work and encourage team members to celebrate one another's success You can recognize excellent work by something as simple as verbal praise or through a structured reward system, depending on what motivates your team the best Find something positive about everyone on your team to emphasize so that you can recognize top performers and encourage others to be more confident as they grow their skills 10 Give honest feedback Good managers are able to be tactful and direct with their team when giving both praise and constructive criticism To get the most out of others, you must be able to be honest about their strengths and weaknesses, identifying when their work is not up to standard and strategizing on ways to improve Your feedback should be honest without being discouraging so that failures can be used as growth opportunities instead of demoralizing moments 11 Actively resolve conflicts While your professional relationship with each individual on your team is an important part of management, you also need to be aware of how team members interact with one another Interpersonal or professional conflicts between team members can slow down production and cause miscommunications across the entire team If you notice conflict, take steps to mediate and actively resolve the conflict before it becomes a pervasive issue that impacts workflow 12 Ask for input Just as it is important for you to give clear, constructive feedback to your team, it is also critical for you to seek out feedback about your management skills Give your team the opportunity to share their experience and offer suggestions as to how you can be a better manager and provide the support they need to succeed When you receive input from your team, thank them for their thoughts and seriously consider how you could resolve the issue they brought up Consider using an anonymous channel so that everyone can share their honest thoughts without fear of awkwardness and retribution, especially if you have seniority over your team members Their feedback can help you adjust individual workloads to prevent burnout, change unhelpful company policies or reorganize the workflow to improve productivity 13 Allow for flexibility Build a culture of mutual respect by being flexible with how team members accomplish their responsibilities Giving people freedom in areas such as dress code or how they decorate their personal space can help them enjoy their work more and become more productive Help your team enjoy the work environment by encouraging them to customize their work process When people feel that someone in a 74 leadership position cares about their wellbeing as an individual, they are more likely to accept direction and produce their best work 14 Meet your own expectations Lead by example and show your team that you hold yourself to the same standards that you expect of them Even if you have more flexibility in your workload as a manager, it is important to show that you are a team player by abiding by the same deadlines and expectations you set for the rest of your team Communicate with others about the steps you are taking to accomplish your role in the project to demonstrate that you have a personal stake in the team's success Effective managers not only treat their team members consistently but also manage their own behavior based on the same fair expectations TASK 15 Host frequent check-ins Schedule regular group and one-on-one meetings to assess the progress of each person you manage High-performing employees may have trouble voicing when they are overwhelmed, so it is important to take the initiative as a leader to ask about their workload and any challenges they might have experienced Keep a log of what you discuss during each check-in so that you can identify common issues or long-term patterns that require special attention on an organizational or procedural level Work in pair/in a group Tell each other about following cases If you managing people from different cultures, what other personal qualities skills you need? What qualities skill should a good manager have? Talk about the good and bad qualities of your bosses you have had? 75 UNIT 6: CONFLICT Vocabulary STT Từ vựng Confirm (v) Cooperative (adj) Cooperation (n) Concession (n) Flexibility (n) Flexible (adj) Consistent (adj) Enthusiasm (n) Enthusiastic (adj) Formal (adj) Sympathy (n) Negotiate (v) 10 Disappointment (n) 11 Discrimination (n) 12 Legislation (n) 13 Controversy (n) 14 Recognise (v) 15 Inform (v) 16 Standard (n) 17 Enquire/Inquire (v) 18 Behaviour (n) 19 Attitude (n) 20 Discipline (n), (v) 21 Compromise (v) 22 Intervene (v) 23 Interrupt (v) Interruption (n) 24 Inappropriate (adj) 25 Recommend (v) 26 Solution (n) Nghĩa Xác nhận Có tinh thần hợp tác Sự hợp tác Sự nhượng Sự linh hoạt Linh hoạt Nhất qn, kiên định Sự nhiệt tình Nhiệt tình Chính thức, mang tính hình thức Sự đồng cảm Đàm phán, thương lượng Sự thất vọng Sự phân biệt đối xử Pháp luật Sự tranh cãi Nhận Thông báo, cho biết Tiêu chuẩn Tìm hiểu Hành vi, cư xử Thái độ Kỷ luật, rèn luyện Thỏa hiệp, dàn xếp Can thiệp, xen vào Làm gián đoạn Sự gián đoạn Không thích hợp Giới thiệu, đề xuất Giải pháp 76 Structures 2.1 Calming down + Well, I know/see what you mean + Why don’t we come back to that later? + Let’s have a break and come back with some fresh ideas 2.2 Creating solutions + I’d like to make a suggestion + What if… + Let’s look at this another way + Another possibility is … 2.3 Closing a negotiation + Let’s see what we got + Can I go over what we’ve agreed? + Let’s go over the main points again + We’ve got a deal + Fine / Right / That’s it, then Grammar 3.1 First conditional (Câu điều kiện loại I): If + present simple, will + infinitive without ‘to’ + We use first conditional to describe a possible situation and its probable result If he bullies anyone again, he’ll lose his job If sales increase, we’ll make more profit 3.2 Second conditional (Câu điều kiện loại II): If + past simple, would + infinitive without ‘to’ + We use second conditional to describe an unlikely situation and its probable result If he made more eye contact, he’d be a better negotiator 3.3 Conditionals and negotiating (Câu điều kiện đàm phán) + Conditionals are often used when negotiating We use conditionals for offers If you sign the contract today, we’ll give you a 10% discount (firm offer) If you ordered 100 cases, we’d give you a larger discount (less firm offer) 77 Practice -A- Complete the ‘noun’ and ‘adjective’ columns of this chart with the correct word forms Use a dictionary to help you if necessary 10 -B- noun patience calmness weakness flexibility emotion consistency sympathy _ enthusiasm _ adjective patient _ _ _ _ _ _ formal _ creative opposite adjective _ nervous strong _ _ _ _ informal _ _ Complete these sentences with one of the adjectives from Exercise A or its opposite He gets very angry if people are late for negotiations He is very impatient She always has ideas and easily finds solutions to problems She is a very person He never shows anger, enthusiasm or disappointment during a negotiation He is totally He usually agrees with the things his negotiating partner suggests He is I told him I was feeling really bad, and all he asked was ‘Will you be able to meet the deadline?’ How can anyone be so ? He likes people to feel comfortable and relaxed during a negotiation He’s a very person He let the other side have everything they wanted in the negotiation He was very She is very She keeps changing her mind all the time, which makes her very difficult to negotiate with C- People often start a business letter by saying why they are writing Complete these v typical opening sentences with the verbs from the box complain confirm enquire 78 invite request -D- Match the question halves Wouldn’t we seem impatient a if she keeps being inconsistent? Will you get a bonus b if they didn’t win the contract? Won’t you make a concession c if you exceed the sales target? Would you increase your order d if we told them to hurry again? Wouldn’t they be disappointed e if we delivered immediately? Will Anna ever win their trust f if they make one? 1–d -E- I am writing to confirm the dates we agreed for our next meeting I would like to your advice I am writing to about the low quality of the goods you supplied I would like to you to visit our stand at the trade fair I would like about the course advertised in the Financial Times 2– 3– 4– 5– 6– Complete each sentence with the negative form of one of the adjectives a-c It was very impolite to be late for the meeting and not even apologise a polite b emotional c formal He prefers _ meetings where everybody can relax and feel comfortable a patient b responsive c formal It takes two tango They have to try to help and stop being so _ a critical b cooperative c credible He signed the contract without reading it What an _ attitude! a responsible b responsive c emotional She’ll criticise you one day and praise you the next How can anyone be so ? a patient b consistent c emotional I think he is too _ He seems to accept whatever people say without thinking a cooperative b credible 79 c critical -F- 6.1 Listen and complete these extracts I think I’m a lot more than that to the company My work’s greatly undervalued at the moment I’ve done really well in the last two years I’ve exceeded my by almost 40% Put yourself in our shoes We’re facing a difficult situation, you know that OK, I understand what you’re I can see you point of Let me suggest a How about if we give you an increase to, say, $80,000 now and promise to review your salary in six months’ time? I’m pleased to hear it I think we’ve everything 80 Reading comprehension Intervening quickly in cases of conflict Managers should be sensitive to when teasing starts to become hurtful They should be prepared to step in and have a quiet word with the team members involved The manager should inform those involved that, while plenty of interaction is encouraged, it’s important that there is respect for other people and that certain standards of behaviour are expected at work The manager should have noted examples of the types of behaviour or language that have been used that are inappropriate at work so that those involved will understand what is unacceptable It’s much easier to have this conversation as soon as a manager starts to have concerns about behaviour or early signs of conflict – to prevent habits from being formed and to ensure that the manager is taken seriously It’s much more difficult to be respected if a manager appears to accept certain behaviour by letting a situation continue for weeks or months Dealing with conflict directly Taking action to manage conflict can appear quite worrying to some managers, but it’s an essential part of their role and responsibilities If managers ignore unacceptable behaviour, problems will get worse until the disciplinary process has to be used or a formal complaint is made, by which time it will be much harder to achieve a successful resolution Some potential sources of conflict at work are obvious, such as: too much personal use of the Internet or e-mail; poor attendance and time-keeping; any form of bullying behaviour; 81 any form of discrimination behaviour (e.g sexism); unacceptable language; theft; drink or drug problems However, frequently it is the less obvious behaviour that over time, if not confronted, will lead to workplace disputes Examples of less obvious types of dispute include: taking credit for other people’s work or ideas; interrupting people in meetings; not inviting team members to social evenings or events; not covering for people when they are sick; not taking messages for people; using someone else’s contacts without permission; not include people in group e-mails; ignoring people of being polite; poor personal hygiene Managers should not ignore problems that are developing in their teams It’s vital that line managers have regular, informal, one-to-one conversations with the people they manage, so that these kinds of issues can be discussed natural where possible However, managers must also be prepared to begin informal discussions if they think a problem is starting to develop Conflict at work can lead to absences, so return-to-work interviews are also a good opportunity for managers to ask questions about any conflict issues that might be worrying employees Task 1: Find words in the article that mean the opposite of these words appropriate acceptable polite formal Task 2: Read the article and answer these questions What should managers when teasing starts to become hurtful? Why should managers note examples of inappropriate behaviour or language? Why should managers get involved as soon as conflict develops? What happens if managers ignore conflict and poor behaviour? What are the advantages of return-to-work interviews? 82 Case study * Note: Process of Case study Step 1: Homework: Students prepare speaking content in accordance with the information and the tasks below Step 2: Vietnamese teachers guide students about case study Step 3: Students practice speaking with Foreign teachers Resolve conflict How to resolve conflict effectively Background Whatever the cause of disagreements and disputes at home or work, these skills can help you resolve conflict in a constructive way and keep your relationships strong and growing What is conflict? Conflict is a normal part of any healthy relationship After all, two people can’t be expected to agree on everything, all the time The key is not to fear or try to avoid conflict but to learn how to resolve it in a healthy way When conflict is mismanaged, it can cause great harm to a relationship, but when handled in a respectful, positive way, conflict provides an opportunity to strengthen the bond between two people Whether you’re experiencing conflict at home, work, or school, learning these skills can help you resolve differences in a healthy way and build stronger, more rewarding relationships Conflict 101 A conflict is more than just a disagreement It is a situation in which one or both parties perceive a threat (whether or not the threat is real) Conflicts continue to fester when ignored Because conflicts involve perceived threats to our well-being and survival, they stay with us until we face and resolve them We respond to conflicts based on our perceptions of the situation, not necessarily to an objective review of the facts Our perceptions are influenced by our life experiences, culture, values, and beliefs Conflicts trigger strong emotions If you aren’t comfortable with your emotions or able to manage them in times of stress, you won’t be able to resolve conflict successfully Conflicts are an opportunity for growth When you’re able to resolve conflict in a relationship, it builds trust You can feel secure knowing your relationship can survive challenges and disagreements 83 Cause of conflict in a relationship Conflict arises from differences, both large and small It occurs whenever people disagree over their values, motivations, perceptions, ideas, or desires Sometimes these differences appear trivial, but when a conflict triggers strong feelings, a deep personal need is often at the core of the problem These needs can range from the need to feel safe and secure or respected and valued, to the need for greater closeness and intimacy Think about the opposing needs of a toddler and a parent The child’s need is to explore, so venturing to the street or the cliff edge meets that need But the parent’s need is to protect the child’s safety, a need that can only be met by limiting the toddler’s exploration Since these needs are at odds, conflict arises The needs of each party play an important role in the long-term success of a relationships Each deserves respect and consideration In personal relationships, a lack of understanding about differing needs can result in distance, arguments, and break-ups In the workplace, differing needs can result in broken deals, decreased profits, and lost jobs When you can recognize conflicting needs and are willing to examine them with compassion and understanding, it can lead to creative problem solving, team building, and stronger relationships Some tips for managing and resolving conflict You can ensure that the process of managing and resolving conflict is as positive as possible by sticking to the following guidelines: 84 Listen for what is felt as well as said When you really listen, you connect more deeply to your own needs and emotions, and to those of other people Listening also strengthens, informs, and makes it easier for others to hear you when it’s your turn to speak Make conflict resolution the priority rather than winning or “being right.” Maintaining and strengthening the relationship, rather than “winning” the argument, should always be your first priority Be respectful of the other person and their viewpoint Focus on the present If you’re holding on to grudges based on past conflicts, your ability to see the reality of the current situation will be impaired Rather than looking to the past and assigning blame, focus on what you can in the here-and-now to solve the problem Pick your battles Conflicts can be draining, so it’s important to consider whether the issue is really worth your time and energy Maybe you don’t want to surrender a parking space if you’ve been circling for 15 minutes, but if there are dozens of empty spots, arguing over a single space isn’t worth it Be willing to forgive Resolving conflict is impossible if you’re unwilling or unable to forgive others Resolution lies in releasing the urge to punish, which can serve only to deplete and drain your life Know when to let something go If you can’t come to an agreement, agree to disagree It takes two people to keep an argument going If a conflict is going nowhere, you can choose to disengage and move on Stay away from negative talk Focus on the positive things instead of saying things like, "can't," "don't" or "no." The negative words will only make the conflict harder to resolve They dwell on the conflict rather than the solution At the end of the day, what you need the other person to accept is how you want to move forward For example, don’t tell the other person: “I don’t like the way you borrow my car without asking.” While this may be an important aspect of your conflict, in the solutions phase of the conflict resolution, it keeps you dwelling on the past Instead, tell them: “We need to establish some rules for using my car if you need to borrow it again in the future.” This sentence proposes a reasonable solution rather than simply restating what the issue is Find something you can agree on There might be a conflict that is just not possible to resolve in one discussion Think of something to with the conflict that you both can agree on, and agree to come back to the topic later It may take more than one discussion to resolve the conflict effectively For example, you may not agree about whether it is unreasonable for someone to borrow their roommate’s car without asking However, start by agreeing that the traffic incident they had on your car was inconvenient for all parties Look for compromise In many conflicts, no one person is completely wrong, so try to find a compromise that you can both be happy with Always try to be the ‘bigger person’ 85 by finding a resolution that satisfies both of you Don’t let this turn into a competition to see who can be ‘more reasonable,’ however An example of a compromise might be giving one roommate laundry room privileges on weekend nights and weekdays, and the other on weekend days and week nights By alternating who has time allotted to use the laundry machine, you avoid future conflicts surrounding both of you wanting to the wash at the same time Useful Language TASK EXPRESSING YOUR ADMITTING THE SHOWING EMPATHY I understand the way you POINT OF VIEW MISTAKES I’ve got an excellent sales I am sorry if I was feel, but… record misunderstood I am really sorry you feel I’ve always met my sales I am sorry for not expressing this way, but targets myself in the right way I didn’t mean that… I see I believe I should be paid your point, but… more BEING ASSERTIVE I felt bad because… Honestly, I didn’t expect you to act in that way I was hurt by what you said I don’t think you acted in the right way I feel as if I have been accused of something I have not done I admit that I am a bit sensitive, but it hurts when someone talks to me in that way How good are you at managing conflict? Give the solution to each other Choose one of the following cases You are in a meeting People cannot agree with each other Your two closest friends have an argument and stop speaking to each other You see two strangers One begins to hit the other Your neighbours are playing very loud music late at night You are in the check-in queue at a airport Somebody pushes in A colleague criticizes your work 86 REFERENCES Market Leader: Elementary – David Cotton, David Falvey and Simon Kent Market Leader: Pre-Intermediate – David Cotton, David Falvey and Simon Kent Financial Times Working Across Cultures Vocabulary Trainer 87 ... CAREERS Vocabulary STT 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 Từ vựng Career move (n) Career break (n) Career plan (n) Career opportunities (n) Career path... UNIT 1: BUYING AND SELLING UNIT 2: CAREERS 19 UNIT 3: COMPANIES 37 UNIT 4: PLANNING 52 UNIT 5: MANAGING PEOPLE 63 UNIT 6: CONFLICT 76 UNIT 1: BUYING AND. .. price (n) Subsidiary (n) Parent company (n) Family-owned company (n) 13 Family-run company (n) 14 15 16 17 18 19 20 21 22 23 24 25 26 Private company (n) Joint stock company (n) Limited liability