Typical interpersonal case 1: unable to communicate, from colleagues to friends.
Xiao Jia is an employee of the company's sales department. He is easy-going, does not like to argue, and gets along well with his colleagues. But some time ago, I didn't know why Xiao Li in the same department always had a hard time with him, and sometimes he deliberately criticized others. He also deliberately asked Xiao Jia to accompany him to do work tasks, and even robbed several old customers of Xiao Jia.
At first, Xiao Jia thought they were all colleagues, so it was no big deal. Bear with it. However, seeing Xiao Li so arrogant, Xiao Jia got angry and sued the manager. The manager criticized Xiao Li, and since then Xiao Jia and Xiao Li have become absolute enemies.
Case review:
What Xiao Jia encountered was a common problem at work. In a period of time, colleague Xiao Li's attitude towards him has changed greatly, which should arouse Xiao Jia's vigilance and pay attention to whether there is anything wrong. However, Xiao Jia just kept on forbearing. This kind of forbearance is not a good idea. More importantly, communicate more.
Xiao Jia should consider whether Xiao Li has some ideas and misunderstandings, which leads to his poor attitude towards himself. He should communicate with Xiao Li actively and sincerely in time, for example, asking Xiao Li if he did something wrong and embarrassed him. Nobody likes to make enemies with others. Perhaps the misunderstanding and contradiction between them disappeared through timely communication at a relatively shallow time.
But as a result, when Xiao Jia couldn't stand it, he chose to complain. In fact, it can't be wrong to explain something to the supervisor. The key is how to deal with it. However, Jia, the dean and Xiao Li made the same mistake here, but they didn't insist? The right thing, not the person? Regulators acted too hastily and failed to play their due regulatory role. His criticism aggravated the contradiction between them. The correct way is to solve the misunderstanding and contradiction between the two sides and strengthen the communication between employees to deal with this matter. I think the result will definitely be much better.
Each of us should learn to communicate actively, sincerely and strategically, so as to resolve many avoidable misunderstandings and contradictions in our work and life.
Typical interpersonal relationship case 2: the same thing, different understanding
On a business trip a few days ago, there was a pet shop in front of the client company. I saw a puppy in a pet shop. After some bargaining, I bought it and took it home. In the evening, I called my second sister and told her that I bought a Bomei. She was very happy and immediately asked the dog what color it was, how old it was, and was it cute? In the evening, my sister called to ask me about my recent situation. The dog barked when I answered the phone. As soon as she heard a dog barking on the phone, she asked if it was dirty and bitten. Whether to get a vaccine or not is also an understanding of a dog, but different people's reactions are really different. Second sister likes dogs since she was a child, so when she hears dogs, she will definitely draw a picture of a cute puppy in her mind. The elder sister's reaction is to care about whether the dog will bring us any trouble, and a pair will emerge in her mind. Dirty, evil dog? The image of.
Case review:
It seems that different people have very different concepts and understandings of the same thing. The same is true in our daily conversation and communication. When you say a sentence, you think you may have made it clear, but different audiences will have different reactions, and their understanding may vary widely, and even be interpreted as the opposite meaning. This will greatly affect the efficiency and effectiveness of our communication.
Different people have different understandings of the same thing. When we communicate, we need to know each other's feelings carefully to be really useful? Heart? To communicate.
Typical interpersonal case 3: Andy's distress
Andy just graduated from a famous university with a master's degree in management and became the manufacturing manager of a large enterprise. Andy reformed the manufacturing department as soon as he took office. Andy found it difficult to feed back the data of the production site in time, so he decided to start from the production report. Drawing lessons from the production reports of multinational companies, Andy designed a perfect production report, from which we can see any details in production.
Every morning, all the means of production will be put on Andy's desk in time. Andy is very happy and thinks that he has got the first-hand production data. A few days later, a major quality accident occurred, but it was not reflected in the report. Andy realized that the data in the report was randomly filled in.
For this matter, Andy has held many meetings to emphasize the importance of filling out the report carefully, but each meeting can play a certain role in the first few days. But after a few days, it returned to its original state. Andy can't figure it out.
Case review:
Andy's distress is a common worry of many business managers. It is difficult for the operators on site to understand Andy's purpose because the data analysis is too far away from them. Most workers only know how to work hard and make a living. Different people stand at different heights. Simply emphasizing and holding a meeting has no obvious effect.
From the workers' point of view, although Andy constantly emphasizes that improving production reports can be beneficial, it is far from them, and most workers think it has little to do with them. Later, Andy linked the production report to the performance bonus, so that the cadres could check it regularly and let the workers know to fill in the report carefully. In communication, don't simply think that everyone's understanding, views and heights are the same. To treat different people, we should adopt different models and use understandable? Language? Communicate with others!
Typical Interpersonal Case 4: Manager Liang
Manager Liang of R&D Department has been in the company for less than one year, and his work performance has been appreciated by the supervisor. His professional ability and management achievements have been affirmed by everyone. Under his careful planning, some long-delayed projects in R&D province are being actively implemented.
Vice President Li is in charge of the work of the department and found that Manager Liang worked overtime almost every day after he arrived at the department. He often comes to see that the email sent by Manager Liang on the first day was after 10 the night before, and then he even saw that another email was sent after 7: 00 that morning. Manager Liang always leaves at the latest when this department is off duty. 1 arrives at his post. However, even when the workload is tight, other colleagues seem to leave on time and rarely accompany him. It is also rare to see Manager Liang communicate with subordinates or supervisors at the same level.
Vice President Li was curious about how Manager Liang communicated with his colleagues and subordinates and began to observe his communication style. It turns out that Liang intends to explain the work of his subordinates by email. Unless necessary, his subordinates also reply to work progress and ask questions by email. He is rarely asked to report or discuss in person. So are other colleagues. E-mail seems to be regarded by Manager Liang as the best communication tool for cooperation with colleagues.
Recently, however, it seems that everyone has begun to react badly to Manager Liang's communication method. Vice President Li found that Manager Liang's subordinates gradually lost centripetal force to the department. Apart from not cooperating with overtime, they only carried out the assigned work and did not take the initiative to put forward plans or problems. Other senior executives don't take the initiative to go to Mr. Liang's room to talk every year like when he first arrived at the department. He just nodded politely when everyone met. The discussion at the meeting was also business-like.
While smoking in the stairwell, Vice President Li met another manager, Mr. Chen. He asked the small supervisor and Mr. Liang that they both worked very hard and probably didn't pay much attention to things outside of work. Vice President Li didn't ask any more questions. On this day, Vice President Li happened to pass by the door of Manager Liang's room and heard him on the phone. The discussion seems to be related to manager Chen's business scope. He went to see manager Chen, who happened to be on the phone. After listening to the conversation, Vice President Li confirmed that two managers were talking. Then he went to manager Chen and asked him what was going on. Obviously, the offices of the two supervisors are next door, so why not just walk over and talk? It was a telephone conversation.
Manager Chen replied with a smile: This call is from Manager Liang. He seems to prefer to discuss his work by phone rather than face-to-face communication. Manager Chen tried to talk in Manager Liang's room instead of communicating face to face. Manager Chen either ended the conversation in the shortest time, or his eyes were still staring at the computer screen, forcing him to leave quickly. Manager Chen said that after several times, he would rather communicate by phone than let others feel too enthusiastic.
After understanding these situations, Vice President Li talked to Manager Liang, who felt that. Efficiency should be the ideal goal. So he hopes to meet the job requirements in the most time-saving way. Vice President Li told Manager Liang from the experience of an experienced person that work efficiency is important, but good communication will definitely make the work go smoothly.
Case comment: Many managers ignore the importance of communication, but blindly emphasize work efficiency. In fact, the time cost of face-to-face communication can definitely improve communication. Communication seems trivial, but it is of great significance! If communication is smooth, work efficiency will naturally improve, if communication is ignored, work efficiency will inevitably decline.
Conclusion: As a professional supervisor, you need not only solid business skills and professional knowledge, but also good communication skills. You can't communicate with internal personnel, the construction unit, the construction unit and all parties. I hope that through the above short stories, I can have some thoughts and feelings, and use them purposefully in practical work to improve my communication skills.