Listening as a Tool in the Crisis Intervention Sphere

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How listening is applied?

In recent years, lots of huge companies, mainly transnational corporations have applied active listening to solve unstable quarrels productively. These affirmative results have led the corporations to integrate and highlight active listening abilities in the crisis negotiation training. The fact is, seven methods comprise the core constituents of the active listening advance the TNC managements teach. Together, these practices supply a structure for speakers to counter to the instant emotional requirements of communicative subjects, clearing the way for behavioral modifications that must happen before representatives can resolve dangerous events.

Is there some specificity of applying these tools?

In the special arrangement, active listening skills can assist negotiators to reveal that the negotiation team genuinely desires to help the matter out of hard circumstances. No preset method exists for applying these skills, though. The submission of some or all of the abilities should depend upon the details of the appeared circumstances tackling speakers.

Negotiators should look at these skills as tools to be applied as deemed appropriate during a crisis. Like all tools, they should be used only to perform the jobs for which they are intended.

What are the most effective methods?

It is necessary to mention, that there are no most or least effective tools or methods. All of them should be applied in every particular situation, and be suited on the run, as negotiations are usually rather an unpredictable thing in business relations. That is why it is advised not to retort to clichés and standards. The negotiator must be creative enough to invent, mix, and lead the negotiations in the necessary direction.

But surely, some general rules are necessary to be mentioned:

Use Effective Pauses: by intentionally using pauses, negotiators can attach the power of silence for results at suitable times. People tend to speak to fill up spaces in negotiations.

Sending “I” messages: While applying this method – and all active listening methods – negotiators must evade being pulled into a discussion or trading individual attacks with a matter. A quarrelsome, ironic, or antagonistic tone could strengthen the subject’s already negative regard for law enforcement and the reason the subject to reduce increased confrontation due to a lack of distinguished concern on the part of the opposite part. Application of “I” messages hands out to personalize the speaker.

What should be taken into account by the beginners, and implementers of the active listening strategy?

Crisis negotiators must respond to critical occurrences comprising persons who display a diversity of behavioral mannerisms. However, during the preponderance of dangerous occasions, negotiators confront topics that manifest mainly communicative behavior.

Expressive matters are in a condition of crisis that blocks their usual coping methodologies for handling pressure. Their way of thinking becomes highly tightened and poorly arranged, making it hard for them to deal rationally with their matters and exercise good decisions. Skilled and patient representatives can considerably impact such a subject’s behavior by being helpful and non-confrontational.

References

Aguilera, D. C. (1998). Crisis Intervention: Theory and Methodology. St. Louis, MO: Mosby.

Richard K. J. (2000) Crisis Intervention Strategies, Brooks/Cole Pub Co; 6th edition.

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Listening as a Tool in the Crisis Intervention Sphere

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