Cross-departmental communication and collaboration skills

Lead: If there is an upstream and downstream relationship between departments, there will be many contradictions in actual work. Even if there are parallel departments and there are not many departments with overlapping business or obvious interests, it is not that simple. It leads to the lack of team consciousness in all departments and employees of the enterprise, which is not conducive to the long-term healthy development of the enterprise. As a department of an enterprise, it is only different in the division of work, and its main goal is to ensure that the work of its own department plays its due role and effect in the enterprise.

Cross-departmental communication and cooperation skills First of all, we must first clarify the responsibilities and functions of the departments and establish the idea of playing chess for all. The establishment of a department is bound to have its role, whether it is a business-related department or a functional service department, whether it is a department that directly generates income or a department that does not directly generate income, it is the need of enterprise development. Under the premise of the enterprise's big goal, it is necessary to effectively coordinate and operate the work of all departments. It is necessary to first clarify the responsibilities of all departments, set up business processes for all departments to carry out their work, and act in accordance with the prescribed systems and processes.

Second, effective communication channels are indispensable. The function of channel is not only communication, but also an open and transparent management method. Each department reports the work plan first, and other departments put forward the events that need cooperation. The reporting department adds it to the department plan to form the final monthly plan, and then breaks it down into weekly plan and daily plan. When the monthly summary report is made at the end of the month, the implementation of the plan will be clear at a glance, and it will be clear whether it is coordinated with the department. There is almost no wrangling between departments.

Third, the daily communication of departments should be normalized. You can analyze and communicate problems and phenomena in your work through weekly or monthly meetings. While distinguishing responsibilities, we should dare to take responsibility, shouldn't we? Pass the buck? Blame the problem entirely on other departments, although this phenomenon often happens in daily work, but? Take responsibility? After all, it is impossible for the leaders of our department to gain everyone's trust and recognition. Therefore, it is very important for department leaders to play their role and take responsibility.

Fourth, whether leaders or employees, first of all, we must be clear about their self-positioning and position, and strive to practice their responsibilities and tasks. The size of an enterprise is made up of different departments. In addition to the mission entrusted by the enterprise, whether the department is important is more related to the performance of role creation.

Fifth, in many enterprises with a long history of development, many older managers are still stuck in the management style? People care about people? In the new stage, with the new generation of employment force joining the workplace, the original management model can no longer adapt to the personality characteristics of the new generation of employees, which is one of the reasons why the two generations of employees crowd out and blame each other between departments. Based on this, the human resources department should actively organize the training of managers' management concepts and skills and correct incorrect management methods.

Principles of inter-departmental communication and collaboration skills 1: preparation before communication.

Before you discuss things with your colleagues, think about some basic questions. Don't go unprepared, or you may not get what you want. The following questions should be thought out in advance:

What do you want the other person to do for you?

What do you think he will make you do?

If the other party disagrees with your proposal, are there any other options?

What would you do if the two sides didn't know each other? What will happen to each other?

Principle 2: Know the languages of other departments.

Poor cross-departmental communication, often? Language barrier? Caused. For example, what do marketers usually say? The same language? They are well aware of the rules, goals and expectations of their departments. Similarly, finance, production, human resources and other departments also have their own language and views. So, if you want to communicate smoothly, what is the premise? Understand each other's language? . An important method of Principle 2 is to put yourself in others' shoes:

Does this help the performance of the business department?

If I were him, would I accept this?

Is this method really useful?

Cross-departmental empathy can minimize the probability of misunderstanding or communication frequency mismatch. In addition, frequent interaction helps to build a sense of familiarity with each other, making it easier for you to put yourself in each other's shoes. So it is good or bad to have dinner and chat with colleagues from other departments from time to time.

Principle 3: Openness is the best policy.

You are dealing with colleagues who have to do things for a long time. Therefore, honesty is the best policy in everything, and you should avoid cheating, concealing facts and undermining trust relationships. Once there is a lack of trust between departments, it will aggravate each other's vigilance, and they will have reservations when communicating, and even hide some important information. On the contrary, mutual trust will make both sides open their hearts when communicating, and they will clearly state their needs and considerations and increase their willingness to cooperate, so as to solve problems together. Honest communication has four elements:

Do not explain what is wrong;

Be sure not to argue.

Don't interrupt each other;

Smile and then smile;

Frequent interaction helps to build mutual familiarity, making it easier for you to put yourself in each other's shoes. So it is good or bad to have dinner and chat with colleagues from other departments from time to time.

Principle 4: Don't be afraid of conflict.

In the inter-departmental meeting, every supervisor will inevitably have some friction in order to safeguard the interests of his own department. Some supervisors, especially novice supervisors, often become silent for fear of choking the atmosphere to maintain superficial harmony. In the book Effective Communication, Ellinghart points out? If the management team does not conflict when discussing problems, the quality of decision-making will be low. ? Ellinghart warned, don't let it go? No conflict? Follow? Do you agree Confused.

Sometimes, too much harmony will not highlight your concern about the problem, and the problem will not be really solved. Therefore, Ellinghart advises managers to be soft but firm. Don't accept your fate too quickly or too easily. ? Remember, you are the head of the department. Although you want to maintain good relations with other departments, it is your bounden mission to defend the rights and interests of departments and subordinates.

Principle 5: state the facts and pay attention to the central topic

The best way to focus on communication is to present concrete facts, guide people to focus on the central topic quickly and reduce improper speculation.

Bourgeois III, a professor of business administration at Darden Business School in the United States, pointed out in Harvard Business Review that facts (such as current sales volume, market share, R&D expenditure, competitor behavior, etc. ) can be used in communication? People? These factors are minimized. In the absence of facts, personal motives may be suspected, but? Facts are facts? Not from people's fantasies or selfish desires, so present the facts? You can create an atmosphere that emphasizes problems rather than personal attacks. ? Bourgeois III said.

Principle 6: Keep more choices and be flexible.

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

Expert analysis, can multiple options make the choice no longer? Black or white? Managers have greater flexibility to adjust their support and can easily change their position without losing face, so they can reduce interpersonal conflicts in communication.

Principle 7: Create * * * and work with the goal.

Needless to say, there must be both cooperation and competition between departments. If departments want to communicate constructively, they must emphasize their cooperative relationship, and the weaker the competition, the better. The key to cooperation is unity of purpose.

So, try to create a common goal that spans all departments, and then work together, even if there is a dispute. Because, as Steve Jobs, the founder of Apple Computer, said: If everyone goes to San Francisco, it won't be a problem to spend a lot of time arguing about which way to take. But if someone wants to go to San Francisco and someone wants to go to San Diego, such an argument is a waste of time. In cross-departmental communication, four issues need to be clarified in order to reach a consistent goal:

What is the common goal of both sides?

What are the obstacles to cooperation between the two sides?

What are the resources to create the same goal?

What is the value of cooperation?

Principle 8: Respect the rights of the people you communicate with.

Every manager is the most powerful decision-maker in his own jurisdiction, and they expect others to respect his power. Therefore, when communicating horizontally, we must pick the right person.

For example, your latest online marketing plan will be on the road next week, but the website of the information department has not been built yet. Don't rush to the engineer in charge at this time, you should go to his supervisor, coordinate and find a way to solve it.

In short, when communicating with other departments, we must pay attention to each other's rank equivalence and avoid unnecessary misunderstandings.

Principle 9: Make good use of humor

Humor can be used as a buffer and defense mechanism in communication. When you have to state facts that may offend others, or convey difficult information, you'd better keep the other person's face and convey these information in a relaxed or humorous way, which is helpful for positive communication. Four taboos in the use of humor;

Don't talk about each other's families;

Don't attack personally;

Sensitive topics that do not involve the organization;

Humor is moderate, from point to point;

Principle 10: Ensure correct communication information.

When you have finished the cross-departmental communication of a project or topic, you must go back to your own department and clearly convey the latest progress and information to your subordinates. Many times, matters decided by inter-departmental meetings must be implemented by front-line personnel of various departments. Therefore, it is necessary to ensure that all information is conveyed correctly, so that hard-won knowledge will not be greatly discounted. In order to ensure the correctness of communication information, managers can use the following methods:

Repeat the main contents of communication to the other party;

Put forward what you don't understand by clarifying;

Try not to interrupt each other when talking about key issues;