????一切都進(jìn)展得很順利。首席技術(shù)官在年度大會(huì)上的演示很給力，演示的大綱條理清晰，令人難忘，視覺效果堪比蘋果公司（Apple）的新產(chǎn)品發(fā)布會(huì)，當(dāng)然還有準(zhǔn)確無誤的“行軍命令”。她告訴員工們?yōu)槭裁匆?dāng)心，還有她希望他們做什么。

????不過，接下來就到了問答環(huán)節(jié)。

????坐在第七排的一位軟件工程師想知道，為什么公司決定終止某款產(chǎn)品。這位工程師薪水不高，而且明顯咖啡因攝入過量，有點(diǎn)亢奮。然后，他還想聽聽公司一家亞洲供應(yīng)商的勞動(dòng)者權(quán)益問題。接著，他又想起另外一件事，就這么連珠炮一般問個(gè)不休。

????這些問題與首席技術(shù)官的演示風(fēng)馬牛不相及。但為了幫忙，她努力嘗試回答他的問題，結(jié)果讓自己陷入了無休止的唇槍舌戰(zhàn)，很快看熱鬧的觀眾就已經(jīng)完全不記得她之前講過的重要信息。

????搗亂分子有許多種，例如：

?????自戀型——享受當(dāng)眾發(fā)出自己的聲音。

?????弄虛作假型——所提問題或聲明中包含錯(cuò)誤信息。

?????故弄玄虛型——聲稱自己掌握了某些信息，卻不公布信息來源。

?????全能“上帝型”——要求演講者能夠圓滿回答他能想到的一切問題。

?????機(jī)關(guān)槍型——連續(xù)快速提問。

????但很不幸，受到商務(wù)禮儀的限制，我們不可能像脫口秀演員路易斯?C?K那樣，對(duì)著搗亂分子怒吼一聲：“閉嘴！”但你肯定不想被他們拖累。因?yàn)樗P(guān)系到事情的優(yōu)先順序問題，必須保證會(huì)議的所有內(nèi)容（包括演示和問答環(huán)節(jié)）都圍繞既定目標(biāo)進(jìn)行。

????那么，如果有聽眾想跟你辯論，或者武斷地對(duì)你橫加指責(zé)，你該怎么辦？

?????點(diǎn)到為止。快速應(yīng)對(duì)帶有挑釁性的問題，然后重新回到主題。

?????場外解決。如果同一個(gè)搗亂分子一直想要控制對(duì)話，作為會(huì)議主持，你可以建議，我們必須按照計(jì)劃繼續(xù)進(jìn)行，在講話結(jié)束之后，我們可以單聊。

?????換提問者。比如，你可以說：“我想聽聽其他人有什么想說的”，然后邀請(qǐng)其他聽眾提問。

?????借助眼神。不要與搗亂者進(jìn)行眼神接觸，因?yàn)檫@會(huì)助長他們的氣焰?？梢钥粗渌牨姟?/p>

????為了在會(huì)議上傳達(dá)自己的信息，你肯定花了大量的時(shí)間和經(jīng)歷。所以，絕對(duì)不要讓自行其是的搗亂分子牽著你的鼻子走。

????譯者：劉進(jìn)龍/汪皓

????Everything went according to plan. The CTO's presentation at the annual conference grabbed the audience's attention with a memorable storyline, visuals worthy of an Apple new product launch, and unmistakable "marching orders." She told them why they should care and what she wanted them to do.

????But then came the question-and-answer period.

????An underpaid and over-caffeinated software engineer in the seventh row wanted to know why the company had decided to discontinue a certain product. And then he wanted to hear about the company's policy on worker rights at a supplier in Asia. And then he had another thing on his mind, and then another.

????None of this had anything to do with the CTO's presentation. But in an effort to be helpful, she tried to answer his questions, dragging herself into a contentious and lengthy back-and-forth that quickly made the audience completely forget all the important information she had delivered before.

????Hecklers come in many forms, among them:

?????The Narcissist - luxuriates in the sound of his own voice.

?????The Falsifier – asks a question or makes a statement containing incorrect information.

?????The Phantom – claims to possess information but won't reveal the source.

?????The Omniscient Authority - demands that you know the answer to any conceivable question.

?????The Machine-Gunner – asks several questions in rapid succession.

????Unfortunately, business etiquette prohibits you from unleashing your inner Louis C.K. and telling the heckler to "Shut the @#$!* up!" But you don't want to get dragged down the rat hole. It's about your priorities, and you want to keep the content (in both your presentation and the Q&A) focused on your goals.

????So if you're confronted with an audience member who wants to argue or pontificate:

?????Touch and go. Deal with the offending question swiftly and then return to your topic.

?????Take it outside. If the same miscreant keeps trying to dominate the conversation, say you need to move on to stay on schedule and offer to discuss the questions one-on-one after you've finished speaking.

?????Give others a chance. Say, "I'd like to hear from other members of the audience" and call on them.

?????The eyes have it. Don't encourage the filibusterer by continuing to make eye contact. Look at others in the audience.

????You did a lot of work to develop and deliver your message. Don't throw it all away by letting questioners with their own agendas seize control.