Date； 2007.12.11(Tue)
Dial Up, having a good impression.
「もしもし。 こちらはロスウォールと申します。何時もお世話になっております。」
“Hello, this is Mr.Roswalle. Thanks as always for your kind support.”
In a world where good manners and decorum are vanishing almost as fast as the polar icecap, Japan is one country where proper telephone courtesy is still practiced, especially in the business environment.
Armed with my dog-eared copy of the “Japan Yellow Pages," I've
made several calls to government and corporate offices and obtained the information l needed. Granted,ｌ have a rasping voice and speak with a 外国人のなまり(foreign accent)，but l make a point of using proper phrases to put the person l was calling at ease.
Business-related calls generally demand the use of honorifics, and this requires some rote memorization and probably pronunciation drills. Fortunately，however, learning a dozen or so standard phrases will get you through most situations.
First, obviously, identify yourself and state the purpose of your call. if you're calling a company’s 0120フリーダイヤル (toll-free) number, have your reason rehearsed in advance，e･g･，
“l am calling from Kyoto City, where l just purchased a box of your product and it’s..etc,etc.”
If you wish to speak to a certain Mr. Sato that works in a big office，
it’s better to add his first name −
say Hiroshi − so you would ask，
「佐藤 博様 いらしゃいますか」“Is Mr.Hiroshi Sato there?”
Perhaps the section or person you're calling has a
「直接番号」“direct dial number.”
If you go through the main switchboard the operator might ask;
「お客様は？orどちら様でしょうか？」 “May l ask who’s calling?”
"You reply with your affiliation and surname, followed by;
「ともします」(speaking).
The response is likely to be;
｢今御回し致しますので、少々を待ち下さい｣“Please wait, I'll transfer you.”
If you are asked
「ご用件はなんでしょうか?」“What is the purpose of your call?”
You can explain, or simply say;
「“個人的な事です。」”It's a personal matter.”
Say you get put right through, only to be told;
「大変恐れ入りますが。」“I'm very sorry but .”
followed by explanations like；
「まだ会社に来ておりません」“He hasn’t come in yet.”
「ただいま電話中です・・.」“He's on the other line.”
「今ちょっと席を‥はずしておりますが・・」“He’s not at his desk now.”
This means he’s come to work but is not visible to the speaker.
「本日はお休みを取っております。・・」“He's off today.”
「今出ておりまして、本日は戻らない予定です。・・」“He’s left and probably won't be coming back to the office.”
「本日はもう帰りました・・」“He’s already left for the day.”
A helpful colleague might offer;
「おりかえし電話をさせましょうか？」“Shall l have him call you back? ”
To which you can respond;
「いいえ、のちほど あらためて電話致します。」“No,I'll call back later.”
Or you can request that you be called by saying,
「大事な用件ですので、（大至急）だいしきゅう電話を頂きたいのですが」
“It's an important matter, so I'd like him to return my call urgently.”
When you give your number, note that “zero” should be pronounced as either 「レイ」or “ゼロ,”and never as “oh.” four is always pronounced 「ヨン」 since its
other reading, 「シ,」can easily be mistaken for 「シチ」“seven”.
If you didn't get through the first time and are calling back, you can say;
「度々（タビタビ）」“Sorry to keep bothering you,”
and then take it from there.
If the person has been transferred to a new department and you're informed of his or her new number, read it back to confirm you've heard correctly, by saying;
「くりかえします or ふくしょう します。」”let me repeat that,”
Followed by the number.
A few old-fashioned people might still use the words
「市外番号(しがいばんごう)」“city code, e.g. Tokyo 03”
Or
｢局（きょく）」“exchange”.
Finally, it is very important to also end the conversation politely.
You might say;
｢それでは、よろしく」“Please remember me),”
And when you hear the other party say;
｢失礼致します」 “I'm going to hang up now.”
(Which in this particular case means that), that’s your cue to repeat the same.
Proper telephone etiquette will win favor with the;
「電話当番(でんわとうばん)」“the person delegated to answer the phone and relay calls.”
This in turn can help you cut through red tape to get things done faster and with
Less confusion and frustration.
See you. Bye!
Roswalle.
“Hello, this is Mr.Roswalle. Thanks as always for your kind support.”
In a world where good manners and decorum are vanishing almost as fast as the polar icecap, Japan is one country where proper telephone courtesy is still practiced, especially in the business environment.
Armed with my dog-eared copy of the “Japan Yellow Pages," I've
made several calls to government and corporate offices and obtained the information l needed. Granted,ｌ have a rasping voice and speak with a 外国人のなまり(foreign accent)，but l make a point of using proper phrases to put the person l was calling at ease.
Business-related calls generally demand the use of honorifics, and this requires some rote memorization and probably pronunciation drills. Fortunately，however, learning a dozen or so standard phrases will get you through most situations.
First, obviously, identify yourself and state the purpose of your call. if you're calling a company’s 0120フリーダイヤル (toll-free) number, have your reason rehearsed in advance，e･g･，
“l am calling from Kyoto City, where l just purchased a box of your product and it’s..etc,etc.”
If you wish to speak to a certain Mr. Sato that works in a big office，
it’s better to add his first name −
say Hiroshi − so you would ask，
「佐藤 博様 いらしゃいますか」“Is Mr.Hiroshi Sato there?”
Perhaps the section or person you're calling has a
「直接番号」“direct dial number.”
If you go through the main switchboard the operator might ask;
「お客様は？orどちら様でしょうか？」 “May l ask who’s calling?”
"You reply with your affiliation and surname, followed by;
「ともします」(speaking).
The response is likely to be;
｢今御回し致しますので、少々を待ち下さい｣“Please wait, I'll transfer you.”
If you are asked
「ご用件はなんでしょうか?」“What is the purpose of your call?”
You can explain, or simply say;
「“個人的な事です。」”It's a personal matter.”
Say you get put right through, only to be told;
「大変恐れ入りますが。」“I'm very sorry but .”
followed by explanations like；
「まだ会社に来ておりません」“He hasn’t come in yet.”
「ただいま電話中です・・.」“He's on the other line.”
「今ちょっと席を‥はずしておりますが・・」“He’s not at his desk now.”
This means he’s come to work but is not visible to the speaker.
「本日はお休みを取っております。・・」“He's off today.”
「今出ておりまして、本日は戻らない予定です。・・」“He’s left and probably won't be coming back to the office.”
「本日はもう帰りました・・」“He’s already left for the day.”
A helpful colleague might offer;
「おりかえし電話をさせましょうか？」“Shall l have him call you back? ”
To which you can respond;
「いいえ、のちほど あらためて電話致します。」“No,I'll call back later.”
Or you can request that you be called by saying,
「大事な用件ですので、（大至急）だいしきゅう電話を頂きたいのですが」
“It's an important matter, so I'd like him to return my call urgently.”
When you give your number, note that “zero” should be pronounced as either 「レイ」or “ゼロ,”and never as “oh.” four is always pronounced 「ヨン」 since its
other reading, 「シ,」can easily be mistaken for 「シチ」“seven”.
If you didn't get through the first time and are calling back, you can say;
「度々（タビタビ）」“Sorry to keep bothering you,”
and then take it from there.
If the person has been transferred to a new department and you're informed of his or her new number, read it back to confirm you've heard correctly, by saying;
「くりかえします or ふくしょう します。」”let me repeat that,”
Followed by the number.
A few old-fashioned people might still use the words
「市外番号(しがいばんごう)」“city code, e.g. Tokyo 03”
Or
｢局（きょく）」“exchange”.
Finally, it is very important to also end the conversation politely.
You might say;
｢それでは、よろしく」“Please remember me),”
And when you hear the other party say;
｢失礼致します」 “I'm going to hang up now.”
(Which in this particular case means that), that’s your cue to repeat the same.
Proper telephone etiquette will win favor with the;
「電話当番(でんわとうばん)」“the person delegated to answer the phone and relay calls.”
This in turn can help you cut through red tape to get things done faster and with
Less confusion and frustration.
See you. Bye!
Roswalle.
Date； 2007.11.13(Tue)
Successful Socializing
It's often said that in business, "it's not what you know, it's who you know." Getting to know people depends on the ability to network, including making a good impression at cocktail parties, meals and other such venues. Yet, many business professionals who are confident about their work skills turn into a mass of insecurities when confronted with such social situations. This is particularly true for Japanese, who face not only the language barrier but the fact that business socializing customs are quite different between Japan and other countries. Business social situations can also be a particular challenge for non-Japanese who have spent a long time in Japan, and have adapted themselves to Japanese culture more than we have realized.
I’ll talk about the fundamentals of successful socializing in the American business context as a primer for Japanese readers and a refresher for non-Japanese readers.
First, a few words about American communication style in general. Americans expect others to engage in self-disclosure, self-expression and an exchange of opinions. This means that it's important to take an active role in conversations by speaking up. Unlike the Japanese who communicate things through subtle facial expressions and tone of voice, for Americans, if it's not clearly set out in words, it won't get across. Americans tend to feel that not trying to talk means you are uninterested in the other person or you're not making an effort. Don't be hesitant to introduce yourself first or to start a conversation. And during the conversation, be sure to say your share. Many Japanese tend to hold back in conversations in English because they are afraid of making a mistake. However, looking at Japanese conversations with Americans, more problems occur when something that should have been said wasn't, rather than something said incorrectly caused a problem. In other words, it's better to try and talk than to say nothing at all, which is sure to be perceived negatively.
I’ll talk about the fundamentals of successful socializing in the American business context as a primer for Japanese readers and a refresher for non-Japanese readers.
First, a few words about American communication style in general. Americans expect others to engage in self-disclosure, self-expression and an exchange of opinions. This means that it's important to take an active role in conversations by speaking up. Unlike the Japanese who communicate things through subtle facial expressions and tone of voice, for Americans, if it's not clearly set out in words, it won't get across. Americans tend to feel that not trying to talk means you are uninterested in the other person or you're not making an effort. Don't be hesitant to introduce yourself first or to start a conversation. And during the conversation, be sure to say your share. Many Japanese tend to hold back in conversations in English because they are afraid of making a mistake. However, looking at Japanese conversations with Americans, more problems occur when something that should have been said wasn't, rather than something said incorrectly caused a problem. In other words, it's better to try and talk than to say nothing at all, which is sure to be perceived negatively.
Date； 2007.10.23(Tue)
When money matters between men and women
Since the Danjyo Koyo Kikai Kinto Ho (Equal Employment Opportunity Law) kicked in two decades ago, it's become the norm for women to work as hard and long as men, though not necessarily under the same conditions. Accordingly, money matters between danjyo (men and women) have become a lot more complicated. Once upon a time it was quite simple. Men paid for dinner as a matter of course, and when those dinners were repeated, it meant he was serious in a tie-the-knot kind of way. For a man to open his wallet was an indication that he wasn't taking the relationship lightly ~ and his date had better realize it. During such meals, women made rapid mental calculations: How much did he make a year? Was he suitable to introduce to the parents? Was she willing to have his children? My grandmother advised her daughters to judge a man by the way he spent his money. "Itsu, dokode, dare ni tsu- kattaka (when, where and on whom his money was spent)" was one of the most important facets of a man's personality. (To this day, my mother regrets she never listened and married my dad just because he was good looking, she says.)
Date； 2006.08.27(Sun)
Minding manners with the mother tongue
One of the greatest annoyances to non-Japanese speakers with Japanese is when suddenly, in the middle of a meeting being held in English, the Japanese launch into a conversation in Japanese.
The people who don’t speak Japanese fell left out and may even be offended. Particularly in the United States, where is expected to speak English, using a language that others don’t understand is seen as being secretive.
It’s unlikely that Japanese are switching in to Japanese language in order to tell secrets; more likely is that the Japanese simply wanted to use their native language in order to express something that was too difficult to say in English.
Also, when Japanese are confused by something, they are tempted to turn to the person next to them and ask a question in Japanese rather than face up questioning the person who was speaking English.
A mixture of English abilities among the Japanese participants can also lead to the use of Japanese language, as the more fluent people help the others to less fluent to keep up with the conversation.
Ideally, there should be some flexibility in tolerating the use of languages other than English. The non-Japanese should be sensitive to the Japanese need to occasionally speak in Japanese.
At the same time Japanese need to be aware that switching to Japanese can be disruptive and perceive as insensitive.
Ideally, as little Japanese as possible should be used during meetings. And when Japanese is used, a bit of etiquette at a number of stages should be kept in mind.
First of all, before launched into Japanese, ask permission by saying “May we speak in Japanese for a moment?” or “Do you mind if we speak Japanese briefly?”
Alternatively, apologize by saying “excuse me; we need to speak in Japanese.” Or I’m sorry but I’d like to speak Japanese.”
Second, explain why you want to use Japanese. This helps the listeners to understand, and will make them more open to your request.
For example “we need to check a technical detail,” or I want to confirm that Mr. Sato understood.” Then, begin using Japanese.
While speaking Japanese, It’s best to avoid using proper names, especially of people who are present who do not speak Japanese. “Blah, blah, blah, John, blah, blah, blah” is apt to be annoying or even upsetting to John.
It’s also important to keep the Japanese conversation short. I have hear of many situation where Japanese participants, so relived to be speaking their native language, simply and continued on in Japanese for the rest of the meeting, leaving the others out.
In general three minutes is upper limit. If you feel that you want to speak in Japanese for longer, you need to consider whether it would be better to have a separate meeting with Japanese speakers only or to invite an interpreter to assist.
After the Japanese portion has ended and you return to English, be sure to say thank you. You might say “thank you for your patience” or “We appreciate your waiting”.
Then be sure to give a brief summary of what was saying in Japanese, so that those that don’t speak Japanese don’t feel they missed something.
The people who don’t speak Japanese fell left out and may even be offended. Particularly in the United States, where is expected to speak English, using a language that others don’t understand is seen as being secretive.
It’s unlikely that Japanese are switching in to Japanese language in order to tell secrets; more likely is that the Japanese simply wanted to use their native language in order to express something that was too difficult to say in English.
Also, when Japanese are confused by something, they are tempted to turn to the person next to them and ask a question in Japanese rather than face up questioning the person who was speaking English.
A mixture of English abilities among the Japanese participants can also lead to the use of Japanese language, as the more fluent people help the others to less fluent to keep up with the conversation.
Ideally, there should be some flexibility in tolerating the use of languages other than English. The non-Japanese should be sensitive to the Japanese need to occasionally speak in Japanese.
At the same time Japanese need to be aware that switching to Japanese can be disruptive and perceive as insensitive.
Ideally, as little Japanese as possible should be used during meetings. And when Japanese is used, a bit of etiquette at a number of stages should be kept in mind.
First of all, before launched into Japanese, ask permission by saying “May we speak in Japanese for a moment?” or “Do you mind if we speak Japanese briefly?”
Alternatively, apologize by saying “excuse me; we need to speak in Japanese.” Or I’m sorry but I’d like to speak Japanese.”
Second, explain why you want to use Japanese. This helps the listeners to understand, and will make them more open to your request.
For example “we need to check a technical detail,” or I want to confirm that Mr. Sato understood.” Then, begin using Japanese.
While speaking Japanese, It’s best to avoid using proper names, especially of people who are present who do not speak Japanese. “Blah, blah, blah, John, blah, blah, blah” is apt to be annoying or even upsetting to John.
It’s also important to keep the Japanese conversation short. I have hear of many situation where Japanese participants, so relived to be speaking their native language, simply and continued on in Japanese for the rest of the meeting, leaving the others out.
In general three minutes is upper limit. If you feel that you want to speak in Japanese for longer, you need to consider whether it would be better to have a separate meeting with Japanese speakers only or to invite an interpreter to assist.
After the Japanese portion has ended and you return to English, be sure to say thank you. You might say “thank you for your patience” or “We appreciate your waiting”.
Then be sure to give a brief summary of what was saying in Japanese, so that those that don’t speak Japanese don’t feel they missed something.
Date； 2006.08.27(Sun)
Cost down
I suppose it’s only natural that people ask questions about the things that interest them. I do the same thing. Recently, the other day one student asks me, “is ‘cost down’ English?”
The quick answer to his question is no. They’re English words, but it’s not easily understandable English. The problem is that there’s no verb. Here are two possibilities: “cost go down,” “cut cost.” These two are easy to understand, but they describe different situations.
When you say something goes down, it just happens. It’s not because of anything that you did. For example, I have a gas water heater. I got my gas bill last month, and there was also a notice that said the rate, the price they charge, was going down. Great! The cost of my hot water will go down. (An average family will save 17 yen a month. It’s not a lot, but it’s better than nothing.)
But that’s not really the meaning of “cost down,” is it? When this term is used in Japanese, it means to do something, to take some action to cut cost. Many Japanese manufacturers moved to China to cut cost because wages in China are much lower than in Japan. You can’t say that they moved those factures to down their cost; the verb down does not have this meaning.
Two other verbs that have the same meaning as “cut” are “reduce” and “lower”. All businesses want to reduce their cost; it means more profit of them. One way to lower the cost of health care is to buy generic medicines. Use he plural “costs” when reefing to things in general. Use the singular “cost” when there’s one specific thing. And not forget to add an “of,” as in the cost of labor, the cost of food and so on.
Other ways to express the Japanese meaning are a little more formal. The company wanted to achieve cost reductions. The company took some cost-cutting measures. “Reduction” is the noun form of “reduce.” Measures are actions that are taken for a specific purpose.
The quick answer to his question is no. They’re English words, but it’s not easily understandable English. The problem is that there’s no verb. Here are two possibilities: “cost go down,” “cut cost.” These two are easy to understand, but they describe different situations.
When you say something goes down, it just happens. It’s not because of anything that you did. For example, I have a gas water heater. I got my gas bill last month, and there was also a notice that said the rate, the price they charge, was going down. Great! The cost of my hot water will go down. (An average family will save 17 yen a month. It’s not a lot, but it’s better than nothing.)
But that’s not really the meaning of “cost down,” is it? When this term is used in Japanese, it means to do something, to take some action to cut cost. Many Japanese manufacturers moved to China to cut cost because wages in China are much lower than in Japan. You can’t say that they moved those factures to down their cost; the verb down does not have this meaning.
Two other verbs that have the same meaning as “cut” are “reduce” and “lower”. All businesses want to reduce their cost; it means more profit of them. One way to lower the cost of health care is to buy generic medicines. Use he plural “costs” when reefing to things in general. Use the singular “cost” when there’s one specific thing. And not forget to add an “of,” as in the cost of labor, the cost of food and so on.
Other ways to express the Japanese meaning are a little more formal. The company wanted to achieve cost reductions. The company took some cost-cutting measures. “Reduction” is the noun form of “reduce.” Measures are actions that are taken for a specific purpose.
Date； 2006.08.27(Sun)
Dealing with conflict, productive or not
Since meetings are the place where people are expected to air differences of opinion and try to solve problems, it’s not surprising that occasionally tempers will flare up.
However, if the conflict gets out of control; it can derail the meeting, and make things uncomfortable for everyone, the real test to a meeting facilitator, or even an ordinary meeting participant, is how to react to, when an angry participant pumps up the emotion.
Many Japanese are surprising when they see people arguing furiously during the meeting and then slapping each others on the backs and going off for drinks together after wards. It’s important not to overreact. Be sure that there’s a real problem before trying to stop it.
On the other hand, allowing a truly harmful conflict, one that is irrational or out of line is not acceptable. When some one in the meeting speaks with far too much anger aggression, the worst thing that one can do is not to say anything when there’s an outburst. If an irrational outburst is met with no response the angry or excited person will feel emboldened and continue his or her tirade.
It’s essential that someone do or say something. The meeting leader or facilitator is the best person to do such, but if he or she does not, then one of the other participants should step in.
Sometimes is sufficient to say something along the lines of, such as:
Please stay calm, is not appropriate to make personal attacks.
It’s not necessary to raise your voice.
Let’s keep this conversation civil.
The important thing to remember is that if a participant becomes loud or agitated, responding with a raised voice or agitation of your own will only likely exacerbate the situation. I hope this could help you to handle better your meetings, that’s all for now. See you!
However, if the conflict gets out of control; it can derail the meeting, and make things uncomfortable for everyone, the real test to a meeting facilitator, or even an ordinary meeting participant, is how to react to, when an angry participant pumps up the emotion.
Many Japanese are surprising when they see people arguing furiously during the meeting and then slapping each others on the backs and going off for drinks together after wards. It’s important not to overreact. Be sure that there’s a real problem before trying to stop it.
On the other hand, allowing a truly harmful conflict, one that is irrational or out of line is not acceptable. When some one in the meeting speaks with far too much anger aggression, the worst thing that one can do is not to say anything when there’s an outburst. If an irrational outburst is met with no response the angry or excited person will feel emboldened and continue his or her tirade.
It’s essential that someone do or say something. The meeting leader or facilitator is the best person to do such, but if he or she does not, then one of the other participants should step in.
Sometimes is sufficient to say something along the lines of, such as:
Please stay calm, is not appropriate to make personal attacks.
It’s not necessary to raise your voice.
Let’s keep this conversation civil.
The important thing to remember is that if a participant becomes loud or agitated, responding with a raised voice or agitation of your own will only likely exacerbate the situation. I hope this could help you to handle better your meetings, that’s all for now. See you!
Date； 2006.08.27(Sun)
Don't let losing the thread unravel you!
It's easy to lose the thread of the conversation in a meeting, whether or not you are a native speaker of the language the meeting is being conducted in.
Something mentioned in the conversation may start you thinking about something that temporarily distracts you. When your attention returns to the discussion you may realize that you have missed important information.
Or, even if you've been listening attentively, sometimes it's difficult to follow this twists that many meeting discussions take.
And of course, if the conversation is not in your native language, it’s just natural to occasionally have difficulty following what is being said, especially if the native speakers are not being careful to control their speed of talking and use of slang.
There are various ways of dealing with being lost. In some case listening carefully for a few minutes makes possible to pick up the thread.
But in other cases, you may become utterly confused. If you don't do something, you risk having to sit through the rest of the meeting unable to contribute meaningfully.
Typically, when Japanese get lost in a meeting held in English, they are reluctant to speak up. They fear the speaking up will make them to look foolish, or show their English ability in poor light.
They also tend to be afraid that interrupting the conversation to get their bearings will be an imposition on the group and, will slow everyone down.
I would like to encourage Japanese to get over those concerns when having meetings with non-Japanese.
From the point of view of most non-Japanese, having a meeting involving Japanese shows a desire for everyone to absorb the information that is being discussed and for everyone to provide input.
Neither can happen if people have ceased to understand what is being discussed.
Thus, from the non-Japanese point of view, being in a meeting and not speaking up to say you don't understand considered quite inconsiderate to the other participants.
Here are some phrases that you can use to stop the conversation and ask for help in regaining the thread of the conversation.
･ Can please go over the last point again?
･ I'm afraid you lost me here. Can we back up a bit?
･ I seem to have lost the thread of the conversation. How does this relate to the last point?
･ I'm feeling confused. Can someone summarize for me how we got to this point?
･ I'm having trouble following this part of the discussion. Can someone fill me in?
･ I think I might missing something here. Could you please repeat that last part?
･ Please run that by me one more time.
･ can we stop for a moment to make sure everybody is clear in what we just said.
If the source of your confusion is a specific word or phrase, ask for a definition. Here are some phrases that can be used for that purpose:
･ What does "X" mean?
･ Could you please explain what "X" mean?
･ I'm not familiar with the term "X."
Although it may feel awkward to interrupt the flow of the conversation, it's worth it to make sure that you can be an active participant in the meeting.
I hope this information will be useful for you. Bye!
Something mentioned in the conversation may start you thinking about something that temporarily distracts you. When your attention returns to the discussion you may realize that you have missed important information.
Or, even if you've been listening attentively, sometimes it's difficult to follow this twists that many meeting discussions take.
And of course, if the conversation is not in your native language, it’s just natural to occasionally have difficulty following what is being said, especially if the native speakers are not being careful to control their speed of talking and use of slang.
There are various ways of dealing with being lost. In some case listening carefully for a few minutes makes possible to pick up the thread.
But in other cases, you may become utterly confused. If you don't do something, you risk having to sit through the rest of the meeting unable to contribute meaningfully.
Typically, when Japanese get lost in a meeting held in English, they are reluctant to speak up. They fear the speaking up will make them to look foolish, or show their English ability in poor light.
They also tend to be afraid that interrupting the conversation to get their bearings will be an imposition on the group and, will slow everyone down.
I would like to encourage Japanese to get over those concerns when having meetings with non-Japanese.
From the point of view of most non-Japanese, having a meeting involving Japanese shows a desire for everyone to absorb the information that is being discussed and for everyone to provide input.
Neither can happen if people have ceased to understand what is being discussed.
Thus, from the non-Japanese point of view, being in a meeting and not speaking up to say you don't understand considered quite inconsiderate to the other participants.
Here are some phrases that you can use to stop the conversation and ask for help in regaining the thread of the conversation.
･ Can please go over the last point again?
･ I'm afraid you lost me here. Can we back up a bit?
･ I seem to have lost the thread of the conversation. How does this relate to the last point?
･ I'm feeling confused. Can someone summarize for me how we got to this point?
･ I'm having trouble following this part of the discussion. Can someone fill me in?
･ I think I might missing something here. Could you please repeat that last part?
･ Please run that by me one more time.
･ can we stop for a moment to make sure everybody is clear in what we just said.
If the source of your confusion is a specific word or phrase, ask for a definition. Here are some phrases that can be used for that purpose:
･ What does "X" mean?
･ Could you please explain what "X" mean?
･ I'm not familiar with the term "X."
Although it may feel awkward to interrupt the flow of the conversation, it's worth it to make sure that you can be an active participant in the meeting.
I hope this information will be useful for you. Bye!
Date； 2006.08.27(Sun)
Cut the quick for the powerful style.
One significant challenge that Japanese face when communicating with non-Japanese is the difference in what one might call “discourse styles.” In other words, what seems like a logical way of explaining things in Japanese may not necessarily seem logical in English?
For this reason, Japanese statements in meetings may not have as much impact as they could. By switching to a more natural discourse style, Japanese can increase their ability to be effective in meetings with non-Japanese.
The difference in logic is due t o the fact that Japanese discourse style is based on the tradition of “Kisho-tenketu.” This is the format that Japanese schoolchildren are taught to write in and is also used in various forms of Japanese writing including essays and Journalism.
In Kisho-tenketu, the order of discourse is to start with the “ki”- statement of the topic – and proceed with the “sho” – detailed discussion. Then, there is the “ten,” a change in the point of view of looking at the issue from a different angle. Finally, there’s the “ketsu,” or conclusion.
When Japanese us the “Kisho-tenketu” pattern, it’s often difficult for non-Japanese to follow. It can seem meandering and unconfused, and many non-Japanese listeners will tend to wonder, “What’s the point?” This is because in typical English discourse, the discourse is indicated first.
Let’s take a look to a typical statement that a Japanese person may make in a meeting, constructed in Kisho-tenketu form:
“I’m really worried about all the papers the conference participants will receive. It may be very inconvenient for them to have to joggle all those papers. They could become frustrated. We need to do something about it, don’t you think? I’m sure every one will expect. I was thinking could we give the people something to old the papers? Is there enough money in the budget to buy some bags?”
From a non-Japanese point of view this statement seems rambling and poorly structured. It probably won’t command a lot of attention.
Let’s look at how this topic could e stated more clearly and persuasively. An effective English discourse pattern is to begin with the conclusion, give supporting reasons, and the repeat the conclusion or recommendation.
Concluding statement: “I think we should give each conference participant a bag when they arrive.”
Supporting reasons: “They will be collecting many papers and they will appreciate having something to hold them. People carrying bags will be recognizable as being connected with our conference.”
Restate conclusion: “That’s why I think, it will be good to give each participant a bag”.
This second statement has significantly more impact than the first and will be given more attention and respect when stated in English meeting.
For even further impact when stating your conclusion, one of the following phrases can be hold to draw attention to it.
・ My conclusion is…
・ My recommendation is…
・ I have concluded that…
・ My opinion is…
・ I feel that…
・ To sum up how I feel…
・ What I’m trying to get at is…
・ The main thing a want to convey is…
Since this statements use “I” and “my,” they are appropriate for stating your own personal opinion. When you want to convey the opinion of a group that you represent, substitute “we” or “our.”
For this reason, Japanese statements in meetings may not have as much impact as they could. By switching to a more natural discourse style, Japanese can increase their ability to be effective in meetings with non-Japanese.
The difference in logic is due t o the fact that Japanese discourse style is based on the tradition of “Kisho-tenketu.” This is the format that Japanese schoolchildren are taught to write in and is also used in various forms of Japanese writing including essays and Journalism.
In Kisho-tenketu, the order of discourse is to start with the “ki”- statement of the topic – and proceed with the “sho” – detailed discussion. Then, there is the “ten,” a change in the point of view of looking at the issue from a different angle. Finally, there’s the “ketsu,” or conclusion.
When Japanese us the “Kisho-tenketu” pattern, it’s often difficult for non-Japanese to follow. It can seem meandering and unconfused, and many non-Japanese listeners will tend to wonder, “What’s the point?” This is because in typical English discourse, the discourse is indicated first.
Let’s take a look to a typical statement that a Japanese person may make in a meeting, constructed in Kisho-tenketu form:
“I’m really worried about all the papers the conference participants will receive. It may be very inconvenient for them to have to joggle all those papers. They could become frustrated. We need to do something about it, don’t you think? I’m sure every one will expect. I was thinking could we give the people something to old the papers? Is there enough money in the budget to buy some bags?”
From a non-Japanese point of view this statement seems rambling and poorly structured. It probably won’t command a lot of attention.
Let’s look at how this topic could e stated more clearly and persuasively. An effective English discourse pattern is to begin with the conclusion, give supporting reasons, and the repeat the conclusion or recommendation.
Concluding statement: “I think we should give each conference participant a bag when they arrive.”
Supporting reasons: “They will be collecting many papers and they will appreciate having something to hold them. People carrying bags will be recognizable as being connected with our conference.”
Restate conclusion: “That’s why I think, it will be good to give each participant a bag”.
This second statement has significantly more impact than the first and will be given more attention and respect when stated in English meeting.
For even further impact when stating your conclusion, one of the following phrases can be hold to draw attention to it.
・ My conclusion is…
・ My recommendation is…
・ I have concluded that…
・ My opinion is…
・ I feel that…
・ To sum up how I feel…
・ What I’m trying to get at is…
・ The main thing a want to convey is…
Since this statements use “I” and “my,” they are appropriate for stating your own personal opinion. When you want to convey the opinion of a group that you represent, substitute “we” or “our.”
Date； 2006.08.27(Sun)
The battle of answering questions
A common feature of meetings is the presentation. And if you give a presentation you can be sure that you will be asked questions. Responding to questions skillfully is important in order to maintain the good imagine both, for yourself and for the contents you are presenting.
Here are some good ways of dealing with difficult questions you may be asked when giving a presentation. If you are unable to answer the question due to lack of information:
・ I can answer only part of your question because that data was not included in the study.
・ His question is not something I’m prepared to answer in full at this time, what I can tell you is that...
・ I’m sorry I’m unable to answer your question at this time. It’s a relevant question but I don’t have the information. I’ll follow with you later after I check it.
All the three responses are honest, a straightforward rather than evasive. If partial information can be given or if you can provide information later, that should be mentioned. To be apologetic is okay, but don’t over do it. Even the best presenter is sometimes stumped by a question so it’s nothing to be embarrassed about.
If you are asked an overly emotional question:
・ I can see that you are upset about this subject. How ever I’m not sure that this is the best forum to address your concerns.
・ Cleary this is something you feel strongly about. I agree that is an important issue, and I’m glad you brought it up.
In these examples, the feelings of the person who is asking the questions are recognized. This is validating for them and also helps to remove any tension that the other attendees of the meeting may be feeling as the result of being exposed to the emotional tone.
Half of the battle of answering questions well is to stay unruffled. No mater how shrill the tone of the questioner, resist the temptation to lose your cool.
That’s all the room I have for now, I hope these help you in some way to handle your presentations. Bye!
Here are some good ways of dealing with difficult questions you may be asked when giving a presentation. If you are unable to answer the question due to lack of information:
・ I can answer only part of your question because that data was not included in the study.
・ His question is not something I’m prepared to answer in full at this time, what I can tell you is that...
・ I’m sorry I’m unable to answer your question at this time. It’s a relevant question but I don’t have the information. I’ll follow with you later after I check it.
All the three responses are honest, a straightforward rather than evasive. If partial information can be given or if you can provide information later, that should be mentioned. To be apologetic is okay, but don’t over do it. Even the best presenter is sometimes stumped by a question so it’s nothing to be embarrassed about.
If you are asked an overly emotional question:
・ I can see that you are upset about this subject. How ever I’m not sure that this is the best forum to address your concerns.
・ Cleary this is something you feel strongly about. I agree that is an important issue, and I’m glad you brought it up.
In these examples, the feelings of the person who is asking the questions are recognized. This is validating for them and also helps to remove any tension that the other attendees of the meeting may be feeling as the result of being exposed to the emotional tone.
Half of the battle of answering questions well is to stay unruffled. No mater how shrill the tone of the questioner, resist the temptation to lose your cool.
That’s all the room I have for now, I hope these help you in some way to handle your presentations. Bye!