Before, we defined the team goals and interests of the task, which made a good start for team cooperation. However, in reality, the changeable working environment and complex interest relations will make cooperation face many difficulties and challenges.

For example, there are new changes in work that are not planned, and everyone has different opinions; When discussing the new plan, some colleagues have no ideas and it is difficult to put forward constructive opinions; Or colleagues disagree with the implementation plan, and there are contradictions.

Many people will keep silent at these times, and if you have any ideas, asking for your opinions and opinions directly seems to get no positive response.

Therefore, in the face of these difficulties and conflicts, we still need to master some methods and skills. When people encounter difficulties and have different opinions, we can respond by asking open-ended questions, putting forward ideas euphemistically and demonstrating ourselves.

When the team meets to discuss the current difficulties, usually everyone will have their own different opinions, but they may not necessarily express them.

If someone says at this time, "Do you think this problem is due to the lack of resources given by the company?" In the face of such closed questions, everyone's answers are often only "yes" and "no", and their thinking is limited. It may also happen that everyone's ideas are taken away and they start to complain about objective reasons and companies, which deviates from the real cause of the problem and does not play an effective role in solving the problem.

And if you can ask an open-ended question, you will have more associations and participate in the discussion better.

For example, in this case, you can say, "What resources do you think we need?" Or "Is there anything else besides this reason?" "At this time, we will open our minds. You can't say "I don't think this is the main reason", then no one wants to discuss it at this time, or it will directly become a quarrel.

Therefore, asking open-ended questions can make colleagues open their hearts and speak freely, instead of feeling that since you have the answer, I don't need to say my thoughts, just express my agreement or opposition.

When discussing problems, you ask open questions, but no one has a good solution. When the discussion is deadlocked, if you can take the lead in putting forward your own ideas, it can help colleagues reduce the pressure of speaking and make everyone more willing to actively participate in the discussion.

But if you throw out your ideas directly, it is easy to attract opposition, because it is easy to make people feel that you are ordering them.

Is there any way to put forward ideas without causing everyone's disgust?

In addition, many people actually have ideas, but they just don't like group speeches. At this time, I will give you a trick, that is, when discussing, let people who don't usually talk much but have more ideas speak first, and you can take the lead in letting them speak.

Share a data, a paper on gender issues in academic circles, the existence of women in academic seminars: the number of questions asked by female participants is less than that of men. It is mentioned that the author counted the number of participants and question data of 247 academic reports and seminars in 35 universities in 10 countries, and found that the possibility of male participants asking questions to the speakers is more than 2.5 times that of women. However, if the first person to ask questions is a woman, then the data on the possibility of asking questions is equal to that of men and women.

Therefore, in order to arouse everyone's enthusiasm, you can let those groups who don't speak often but have ideas speak first, so that others will speak more actively, otherwise they may think that this is the business of those high-profile spokespersons, not mine, as long as I don't speak.

If others just put forward their own ideas and opinions in words and agree with us, they may not take action. They may think, since I have put forward my ideas and opinions, you can worry about the rest yourself.

Then when the plan is initially determined and everyone lacks execution, we can take the initiative to demonstrate.

When the situation of a thing is unclear, people are most likely to refer to the behavior of others, so when someone takes the lead in setting an example, others will adjust their behavior according to the behavior of the example.

If we take the lead, it will send a strong signal to colleagues that I am leading by example and participating in the work together, rather than standing by. As a shopkeeper, my colleagues will be infected and encouraged, and I am embarrassed not to cooperate with you, so that we can cooperate more actively.

What needs to be mentioned here is that there is a key point in making a demonstration, which is to exceed everyone's expectations as much as possible, which can bring greater influence.

For example, after the meeting, the company executives stayed to clean up the coffee cups in the meeting room, which exceeded expectations and would affect you.

Next, I will illustrate with an example to help you better understand the above three methods.

At a regular meeting of a product promotion project, the product manager suggested that the sales staff collect customers' complaints about products through interviews and questionnaires before the monthly meeting, and then share them at the meeting, so that we can improve the design and quality of products together. However, after the product manager put forward this suggestion, everyone complained that the implementation effect was not very good for a period of time after the regular meeting. In some areas, it is handed in casually, and in some areas it is even delayed. Faced with this situation, the product manager decided to communicate with you again at the next regular meeting to determine the problem.

Before the regular meeting, the product manager threw out a question. He said: "What difficulties did you encounter in collecting customers' opinions on products? Because I noticed that you didn't share much in the specific implementation process, I hope I can help you solve the problem. "At this time, individual sales mentioned the problem of workload, and others didn't speak.

In the face of silence, the product manager further explained: "I think from the current situation, everyone may have several difficulties. First, time, this extra work may take up some time; The second is the method. Everyone has never done such a thing, and may not know how to operate it. These are some of my thoughts. I wonder if I have understood them correctly. If there is anything wrong, please correct it or charge. " These words opened the regional manager's chatterbox. It seems that everyone finally found an outlet to express their opinions and expressed their difficulties one after another.

After discussion, the product manager understands the reason why the regional manager is not actively carrying out this work.

The main reason is that they don't know the specific implementation methods and how to collect and share customer opinions. So at the meeting, he personally made a demonstration and asked one of the salesmen to play the role of customer. He raised three questions and collected some useful information. At the same time, the product manager also put forward solutions to these problems and helped the "customers" solve the problems. Through the product manager's demonstration, the regional manager found that this matter is actually not complicated, it won't take up too much time, and it is good for customers, so everyone expressed their willingness to try cooperation.

Of course, you can also combine the contents of our last section, such as promising these salespeople that the problems raised will be solved and so on. At the same time, in order to reduce their input cost, you can give them a questionnaire. Of course, if you have other solutions to the above knowledge points, you are welcome to ask.

In addition, in addition to the difficulties encountered by the team mentioned above, there may be some conflicts in our cooperation with colleagues. Here are three tips to help you solve these conflicts effectively, especially in communication and coordination, work methods and interests.

When we disagree with our colleagues, the first thing we can do is to listen. We all understand this truth, but we often can't do it. Why can't we do it? Because we haven't really understood the differences in positions. There will be many differences between us and our colleagues, and we will have our own understanding and persistence in our work because of different positions. Therefore, in cooperation and exchange, when people hold different opinions, they all want to be understood and valued. If one person can stop and listen first, the conflict can be prevented from worsening.

Specifically, you can respond when listening, nod your head while looking at each other, and respond appropriately to the traction topic: "Then what?" And "so?" ..

Secondly, you can ask your own questions about what the other person said, learn more information in depth, and show the other person an idea that I would like to know about you. For example, "So, what do you mean?" "Why do you have this idea?"

Finally, in order to ensure that you understand what the other person said, you might as well repeat what the other person said according to your own understanding. "If I understand correctly, you mean ..."

When we can't reach an agreement with our colleagues after repeated communication, and everyone's opinions are equal, it is difficult to influence and drive through our strength at this level, we can consider reporting upwards and borrowing the influence of key decision makers to lead and coordinate.

What are the key decision makers? It refers to those who are above our level, have higher power and influence, and can coordinate at a higher level, such as our immediate supervisor, company executives, our mentor, project manager, person in charge, etc. When reporting to key decision makers, we should explain the objectives, current situation, difficulties and needed help, so that they can understand our predicament and why they need to come forward to coordinate.

Take the outside world as an example. Before, we were preparing a new study project, and all the preparatory work had a deadline. As a result, a related product function has not been fixed yet, so we asked the responsible colleague, "What's going on?" The other party said, "I haven't finished reading it yet, because my colleagues in the operation group are a little busy and haven't found the relevant information yet."

I specifically asked the reason, and found that the matter is actually very simple: this function is very important to the company and also to the product colleagues, but it is only auxiliary to the operation team, so it was delayed. The product colleagues thought that the other party was busy, so they didn't follow up.

But if my product colleagues come to me at this time, I can coordinate resources and priorities, and let others put down their work and give them the information first.

However, it should be noted that you only need to tell difficult and objective facts, and you can't evaluate your colleagues' attitudes and motives, otherwise it may turn into complaints and make things worse.

If there is really no way to achieve the goal in one step in cooperation, then we might as well consider temporarily adjusting the current goals and plans. For example, in the case of keeping the overall goal unchanged, first adjust the current expectation and achieve it according to the ratio of 50% or 70% of the long-term goal. In this process, we will constantly adjust and move forward little by little.

For example, the product manager mentioned earlier suggested that the sales staff share the customer's problems at the meeting. If you can't share it once a month, should you share it once a quarter first? If you can't collect customers' suggestions on all aspects of the product for the time being, can you share customers' complaints and feedback on the product first? The overall goal remains the same, only the short-term goals and requirements have changed.

Well, in this section, we learned how to use three methods: asking open-ended questions, putting forward ideas euphemistically, doing demonstrations in person to solve problems in cooperation, and how to deal with conflicts in cooperation by listening first and then communicating, using key decision makers and adjusting expectations appropriately.

So we all deal with problems in the past. Is there a longer-term way to reduce communication costs and make cooperation easier? In the next section, we will learn how to expand your circle of influence and promote cooperation more effectively.

& lt& lt& lt Business Notes Outside the Circle