Cross-departmental communication: These 20 methods and suggestions make cross-departmental collaboration no longer difficult!

Inter-departmental communication involves not only people, but also positions, interests and resources, and the situation is complicated. To solve cross-departmental communication, it is not simply to call department managers together to talk. Moreover, in the workplace, anyone who encounters anything involving responsibility or interests will instinctively think, is this my responsibility? What's good for me? If I do this, am I right or wrong? Does this affect my interests?

So, how to reduce cross-departmental communication barriers and make collaboration more effective?

1, use "altruistic mentality" to identify each other's needs and interests.

If you want to communicate effectively with individuals, the most important thing is to find out what the other party wants and what the core interests you care about, and then communicate after confirmation. If you come up and say what you want to do directly from your own point of view, the other party will definitely resist after hearing it, thinking about what this matter has to do with him and what is good for him. Once it is judged that it is not good for him, it is bound to be a wait-and-see attitude, or even a refusal.

So how do you find each other's needs?

1) Know each other's position, personality, past, department and so on in advance.

2) Judge whether this matter can be solved through communication. If so, keep pushing. If not, then find another way.

3) Clarify each other's needs. If you don't know what the other person's needs are, you can find a breakthrough, for example, through other familiar people in the department, or in informal occasions, find an opportunity to talk directly with the other person to confirm what the other person really wants.

After the above-mentioned demand points are determined, we will make a solution that takes into account both responsibilities and interests. For example, reduce the worries and responsibilities of the other party in the plan and increase the interests of the other party; Or tied up with each other's interests, and then, choose the right time and use some communication skills to communicate, the success rate will be greatly improved.

2. Cooperation should also focus on "user experience"

When you do something, you should learn to put yourself in the other's shoes, pay attention to the user experience and work hard. When others help you, all you need is a word, a button and a copy and paste.

Compared with sending an email, explain the cause, development, obstacles and problems that need the assistance of the other party in the simplest words at one time, and let the other party solve them with one click. It's that you sent several emails without making it clear. You need help from others, but it takes a lot of energy and time to get others to help you. So, who will help you?

3. Attitude and emotional communication are also important.

You usually don't bother to say hello to each other. When others ask you to cooperate, you procrastinate. When you need help, you fake smile and shake the window. Who wants to talk to you? Or, if you find someone else to do things, bossing around, bossing around, who will handle it for you? Therefore, it is very important to find people to cooperate, attitude and courtesy.

In addition, it is also essential to contact feelings at ordinary times. For example, a friend who hasn't contacted for 800 years suddenly sends you a WeChat, asking you to praise his circle of friends. what do you think?

4. Use "value" and "importance" to put pressure on each other.

Sometimes, if the other party doesn't cooperate, it doesn't necessarily mean to shirk responsibility. Probably your business is of little significance and value to him, but the priority has not been ranked in the front. Of course, it doesn't rule out the result that you didn't make it clear to the other party about the importance and urgency of this matter.

So, once this happens, all you have to do is emphasize the value of this matter. For example, you can tell him that this thing will be used at the annual meeting of the big boss, which is related to the company's next strategic direction. Moreover, the boss has been staring at this progress. If it is delayed, we can only say that the other party can't do it. In addition, you can ask your leader for help, communicate the importance of this matter with the other leader, and exert pressure from top to bottom.

5. Track the progress, coordinate resources in time and adjust the progress.

For things that need cross-departmental cooperation, it is necessary to agree in advance and communicate the progress. Once something goes wrong, you should take the initiative to stand up, coordinate resources and move forward. Moreover, if the priority of this matter is adjusted here, you should synchronize the information with the other party in time to ensure that the other party also adjusts the important level of time in time.

In addition, although we hand things over to each other for cooperation, we still need to be responsible for the progress of the whole thing. Don't think that we are not responsible for this. Otherwise no one wants to have sex with such a person.

6. Affirm each other's efforts.

In the process of the other party pushing things forward, whether in public or in front of the other party's boss or company executives, we must affirm that the smooth completion of this project is largely due to the cooperation and efforts of colleagues, as well as solid basic skills and excellent ability. By doing so, more and more people will be willing to help you

7. I don't want to catch up with others to "collect debts". I suggest establishing a supervision mechanism.

For people who do daily work or coordinate work, it is inevitable to deal with all parties and collect data and information from all sides. However, it often happens that after the task is issued, the time node arrives, and no data is collected, so we have to chase after others all day. Even sometimes, you have to help them do it yourself.

When you encounter this problem, you need to check yourself first. Is the task you assigned unclear? For example, the purpose and requirements of the requested information are not clearly stated, which makes the other party unable to start. In addition, it is suggested that leaders agree on a data or information submission mechanism and supervision mechanism, and formulate penalties and rewards for late submission or non-submission.

In addition, don't always help each other put out the fire directly. I'd rather spend 1 hour helping each other than 5 minutes doing it myself. This will save me a lot of time in the long run.

8, clear process, clear job responsibilities, responsibility must be to people.

If there is a problem in cross-departmental communication, start with the process and see if there is any negligence in the process. For example, is there a "three no zones"? If so, you can set up a special person to manage it, or re-engineer the process.

Employees in each position should have their own clear job responsibilities, and if there are any ambiguities, they should be clear in time, so as to ensure clear rights and responsibilities and reasonable division of labor; Need * * * cooperation, also need to clear what is the content of cooperation, which department, who is responsible for. Combing out a complete cross-departmental collaborative workflow as a whole, mainly to avoid mutual buck-passing in the later stage.

9. Bundle multiple interests with performance appraisal.

In the performance appraisal indicators, increase the indicators of cross-departmental interests, such as how many sales indicators the product department should recite, how many the operation department should recite, and how many the marketing department should recite. The interests of several parties are tied together, prompting everyone to unite.

10, open and honest.

Honesty is the best policy in all things, and cheating, concealing facts and destroying trust relations are the most taboo. Once there is a lack of trust between departments, it will inevitably aggravate the defensive psychology of both sides, leading to reservations in communication and even hiding some important information. How to be open and honest? The following actions are recommended:

Do not explain what is wrong; Be sure not to argue; Don't interrupt each other; Smile and then smile; Synchronize information in time when problems occur.

1 1. What if there is another cross-departmental conflict?

"Precisely define" the requirements of all parties. People usually quarrel because the plan is not in the interests of the department. To solve the problem of interests, we must first make clear the specific needs of the interests of all parties.

For example, the financial department requires high cost performance, so what is high cost performance? Is it necessary for gross profit to achieve a certain goal? Or can't the overall budget exceed a certain number? If the marketing department requires to improve brand awareness, how to improve brand awareness? Should the search volume increase by a certain percentage? Or should the customer evaluation be improved by a few points? Similarly, what are the specific requirements of the business department for orders? Is it 303 or 500?

All in all, we must make the needs of the department specific and accurate. Only by accurately understanding the interests of various departments can we find a solution.

12. Add "Options" to maintain flexibility.

When you negotiate across departments, don't stick to a single approach, but make a variety of plans, such as putting forward 3 ~ 5 plans at a time, so that the other party has more choices.

The diversification of options can make the choice no longer "black and white", give partners greater flexibility to adjust their support, and at the same time, it is easier to change their positions without losing face, thus reducing interpersonal conflicts in communication.

13, small details: good at using communication tools.

Communication tools include internal communication software, telephone, face-to-face meeting, email, SMS, WeChat, etc. We should be good at using these tools when appropriate. Come on, if you keep bombing each other with the phone, it's easy to be annoying. Prioritize things. Sometimes a WeChat message may be better than a phone call.

14, don't look for leaders in everything.

For some people, playing the leadership card in cross-departmental communication will play a certain role. However, finding a leader is often the last resort. If you look for leaders in big and small matters, no matter which department you look for, it will not only make the leaders feel that you are not doing your job properly, but also reduce their authority. Therefore, it is recommended to measure before looking for a leader. Unless there is a problem of resource coordination, at other times, it is recommended to find a way to solve it yourself.

15, find the right person.

This point, managers in particular need to consider. Cross-departmental cooperation needs to find the right person, for example, he is willing to try new opportunities, obey the arrangement and transfer, and find the boundary to expand his ability in these tossing. At the same time, on the one hand, he must have a strong ability, and then he can use it in this job. He should have a correct attitude: he is not afraid of difficulties, he should face them and try to solve them.

16. How to hold a cross-departmental "communication meeting"?

Many people ignore cross-departmental communication meetings. In fact, this piece is not handled well, which will affect the operation of the whole company. Communication between departments will be very important, from the clarification of early goals, to the efficiency of communication, and then to the later implementation.

Make full preparations before the communication meeting. Because, every inter-departmental meeting, the things to be discussed and the problems to be solved are different. So first of all, we should have a clear goal and list all the problems to be solved. It will be more effective to distribute these problems to the participants before the meeting, so that everyone can prepare solutions and then take them to the meeting for discussion.

There are usually two kinds of questions: one is open-ended questions, such as what is this, what to do, and so on; The other is a closed-ended question, in which several options are given after the question is thrown, and then the best scheme is selected according to the attitude of each department to these options. Of course, new solutions can also be derived from alternative answers.

A few minutes before the end of the meeting, the organizer should emphasize the main contents of the meeting again, and make clear what the next plan is, what problems need to be solved, what communication preparations should be made, and so on.

After the meeting, make a briefing and send it to the participants by email to ensure the implementation of the meeting confirmation.

17, the partners are worried about increasing the workload, and the output is not taken seriously.

When the cooperators receive the invitation for cooperation, they are most worried that the workload will increase and the output will not be taken seriously; In other words, they are worried that the extra resources will not be appreciated by the leaders they care about.

How to solve it? First of all, we should win the support of the leaders in the early stage of the project, at least the support of the superior leaders of the cooperation department. It would be better if we could win the support of the senior leaders. Then, try to standardize the process of the cooperation department, so that they are not psychologically contradictory and do not feel that the cooperation is too troublesome. Finally, prepare and hold a project kick-off meeting, invite leaders to participate, give the collaboration department a sense of ceremony, and make the collaboration project a common goal.

18, responsible for areas that are not good at, and the value cannot be exerted.

During the project, due to the limitation of time and number of people, it is easy for many colleagues A to be too busy, and colleague B is temporarily transferred to help, but B may not be in the department. In this case, B is prone to conflict with work and is inefficient.

How to solve it? It is suggested that before the project is carried out, the job responsibilities should be studied and formulated in detail to ensure that there are specialized personnel to match the fields that the responsible departments are good at; In addition, if assistance is really needed, the project leader will take the lead, cut things into small pieces as much as possible, and arrange many people to assist in completing them.

19. Worried about the outflow of core technologies and reducing the competitiveness of departments.

Cross-departmental collaboration, if the work boundary is not clear, will cause the responsibilities of the collaboration department to alternate with those of other departments, and will cause the collaboration department to worry about the outflow of technology core, thus causing internal confrontation. Therefore, in the early stage of the project, it is necessary to clarify the working boundaries of various cooperative departments to ensure that there is no overlapping of responsibilities.

20. Have a sense of self-protection.

Finally, emphasize one point. Cross-departmental communication will inevitably be wrangling. After all, the company has all kinds of people when it grows up. Therefore, it is best to communicate in writing, and try to prefer email, WeChat, less voice and so on. E-mail seemed to save the whole story. When the superiors look for problems, they can find contradictions, communicate effectively in time, and avoid a series of work misunderstandings and project progress. Don't expect problems, but be prepared.

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