What is ‘strategic’

A definition of communication strategies needs to be given at this point and the distinction between strategies, tactics and techniques – words that are often confused and used interchangeably – should be drawn. The terminology used in the field often overlaps confusingly. For example, the terms ‘strategy’ and ‘technique’ are sometimes seen as equal in meaning. Indeed, the distinction between the two is minimal. Cohen distinguishes them in terms of abstract or general and more specific respectively. In short, we could say that strategies are mental processes. The issue of consciousness comes into this discussion with different researchers debating about how conscious a strategy is in order for it to be considered a strategy rather than a process. A review of opinions is given by Cohen and in this discussion, we will consider communication strategies as conscious processes, which can be observable and accessible for description both by an observer and by the speaker himself. The argument runs on the basis that strategies are selected by the speaker, thus employed consciously.

Different strategies are used in communication situations. By a strategy we mean awareness of the situation as a whole, finding its development direction and controlling the situation in the interests of communication aims.

What is ‘strategic conversation’

Hamel and Prahalad, when introducing the term ‘strategic intent’, described it as including strategic conversation, and that strategic conversation is about the desired ends and not the means. Others argue that it is about the means and not the ends, while yet others regard strategic conversation as the continuous to-and-fro between scenario and action. 

One way to make sense of these opinions on strategic conversation is to sort them into macro and micro views. Macro gives the big picture of the strategic conversation construct about where, when, why, and the focus of the topic. The micro view, on the other hand, refers to strategic conversation examined at the level of micro-skills and looks at strategic conversation as being interpersonal communication with certain characteristics, including being open rather than closed.

The two views seem equally legitimate and can be shown to support each other. Summarizing, strategic conversation can be regarded as being conversation (micro) that is strategic (macro) requiring quite distinct attention to detail, and skills. Strategic conversation is the overarching concept that systematically and purposefully embraces strategic thinking, strategic dialogue, strategic debate, strategic discussion and strategic decision-making. Strategic conversation requires an effective ‘way’ of communicating – to get the reactions you need in order for plans to be formed, implemented, and succeed. After all, we all know that it matters “how” someone asks us to do something. So, strategic conversation does more than lubricate the activities, it designs, monitors and improves those activities. Very often our communicative success is largely determined by our skills in strategic conversation. 

Communication tactics: definition and classification

Communication strategy is realized in speech tactics, which are seen as speech techniques needed to achieve aims set in a specific situation.

Let’s have a look at typical speech tactics, which are frequently used by speakers in their speeches in public, as well as lawyers, businessmen etc:

1. Generalization. It is used to demonstrate unfavorable information and to form public opinion on the subject. Typical expressions used are the following: “It’s always the same”, “We meet it everywhere”, and “It was repeated many times”.

2. Giving an example. It’s a demonstration of the fact that common opinion is based on several specific facts (experience). Typical expressions used are the following: “Here is an example”, “For example, last week…”, “Take Mr N. He…”.

3. Strengthening. It’s attracting public’s attention to the subject, and improvement of structural organization of unfavorable information. Typical expressions used are: “It’s awful that …”, “It’s a shame, that …”.

4. Concession. Generalization even in case of giving contradictory examples; a demonstration of real or imaginary tolerance and sympathy. Typical expressions used are: “You shouldn’t generalize, but…”, “There are rather interesting sites among similar sites…”.

5. Shift. It’s a strategy of positive presentation. Typical expressions used here are: “It’s all the same to me, but other students are indignant”.

6. Contrast. It’s attracting attention to dialogue participants, finding positive and negative characteristics of people, their actions in a situation, where there is a conflict of interests. Typical expressions are the following: “We have to… and they…”, “We created this, and they…”.

7. Surprise. It is the use of a sudden or unknown to student information in speech.

8. Provocation. A reaction of disagreement to the information given is provoked to use this period of time to prepare students for making constructive conclusions and finding their own position.

9. Appeal to the authority. A reference to some competent participants of the discussion – famous scientists, public leaders etc, to confirm the information provided to students.

10. Forecasting. It’s forecasting of events’ development, based on real facts to define value orientation, defining interests, requirements and wishes.

11. Introduction of informal elements. It’s a story told to the public about one’s own errors, prejudices, mistakes and their consequences. This technique is used to show the way to avoid one-sided approach to a problem and find a new decision.

12. Direct speech. It’s a refusal from a lengthy introduction, especially if partners already know the subject and have a certain amount of knowledge.

13. Humor. It’s giving funny paradoxical examples, use of funny jokes and stories, including stories from your life.

14. Yes-yes-yes. The partner is asked three or four questions, which he is to answer saying: “Yes”. Then, most probably, the main question should also have a positive answer.

15. Black opponent. This tactics is opposite to the previous one. The partner is asked several questions one of which he could not answer. Then a speech formula “You see, this question is not prepared” is said. However, there should be not more than three questions, and they should be sufficiently difficult or even couldn't be solved, you shouldn't allow your partner developing his answer. The speech pattern is pronounced at the first moment you can’t answer the question.

16. A compliment as an argument. A weak reason, which could be easily opposed, is accompanied by a compliment to a communication partner. For example: “You are too smart to deny…”, “A man who is not educated enough, will not understand and evaluate the given argument, but you…”