Cross departmental communication is a frequent occurrence, how to communicate tricky things?

Be sincere when communicating these things. Efficient work is the most important thing.

Keep a good record of your work, avoid errors in your work, and make a good plan when you communicate.

You can set up a special room for cross-departmental communication, so you don't have to go around looking for people.

In the work, the solution to deal with the problem of cross-departmental communication: the unit is equal, we all know that you can't force others to do your needs, except for some high-priority new projects, there is pressure from the boss of the company, and the other party is likely to be forced to apply. In addition, each unit has its own internal structure, and the external requirements are "more than less" for them, so they do not seem to be positive when communicating with them.

Therefore, when everyone communicates across departments, first learn to empathize, and consider the benefits of being everyone from the perspective of the other party, and have a different mentality with the business benefits of this.

At the same time, it would be desirable that the usefulness of the database be justified in the form of a database.

In that way, others will help you do it, and the improvement will be greater, and they will cross with the leader. According to the email.

Invitations to meetings will be issued.

Sometimes the communication requirements will involve colleagues from many units, and it will not be easy for the organization to be one, and everyone is very busy in their daily work, and it is very easy to forget or be late, resulting in the situation that the conference cannot be held or a large number of people are waiting for one person, so according to the meeting invitation, it is more meaningful to set the prompt before the meeting starts. Secondly, the results can be shared by email. There will also be a phenomenon of shirking responsibility and kicking the ball in cross-departmental communication, and everyone discussed happily together, but when it was finally implemented, they did not admit it, and then they needed to communicate again.

In this case, it is necessary to "leave direct evidence" by e-mail, and after each meeting, according to the e-mail and the results of the conference, establish the division of responsibilities of each person, and push the attendees and their superior departments to ensure that the matter is promoted normally. Generally communicate with you at the same level as you, in short, the two of them are the working line, you put forward the demand, they take it normally, and the final decision-making power is on their boss's side.

Improve the mastery of the work content of the department, such as job transfer, etc., and clarify the ambiguous areas of the step interface: avoid communication misunderstandings caused by vague steps; It is required to coordinate the communication meeting on time: use institutional constraints to strengthen the frequency of communication work; Elevate Emotional Connection:

Do some thematic activities to enhance the connection between institutions and harmonize feelings; If there are still many problems between units, it is proposed to adjust the organizational structure.

Turn inter-unit problems into intra-unit problems.

Communicate equally and effectively. Find an entry point to communicate with people who are right about things and not about people. Pay attention to your rhetoric and attitude when communicating, and be proactive.

You should take the initiative to communicate with the other party about anything, and don't get angry, you should use a gentle attitude, use concise language to express what you want to express, and you must be polite and polite.

To understand each other's position, personality, past, and department situation in advance, we should try to empathize and communicate with each other from the perspective of others.

Ten confirmations of information sources, according to the confirmed details of the allocation of resources - resources are divided into three categories, one is human resources, that is, the person who completes the communication matters, this must be in place according to the plan, otherwise no matter how good the plan is not to do it is in vain, tracking around the key nodes - for cross-departmental matters must be designated to track and give this person certain decision-making authority, such as how much funding rights can be signed and approved, cross-departmental personnel can be called, etc., tracking must be carried out around special nodes, The method should be appropriate: respect is the premise, sincerity is the principle, and clarity is the foundation.

The first point is that the problem of departmental communication should be solved according to the actual situation, the second point is that if you want to communicate well, then there should be a practical plan, and the third point should show some important ideas, and then find a special department to solve it.

In order to carry out effective cross-departmental communication, it is necessary to prepare for these aspects: first, prepare for communication and clarify the purpose of communication; the second is to promote oneself and others, and improve the efficiency of collaboration; The third is to be open and honest to avoid misunderstandings. How to effectively communicate across departments 1, prepare for communication, and clarify the purpose of communicationIn the traditional cross-departmental communication model, unprepared cross-departmental communication will not only make the other party at a loss, disrupt the other party's work rhythm, but also make the purpose of this communication unclear, resulting in communication failure.

Therefore, whether it is ordinary interpersonal communication in life or cross-departmental communication in the workplace, we need to prepare before communication and clarify the purpose of communication. This is not only to respect the other person's work, but also to save the other party's time and improve the efficiency of communication. In general, we need to figure out the following questions before communicating with other departments:

First, what do we want the other person to do for us? That is, what is the purpose of this communication, and what work we need the other person to assist us with. Second, what does the other party need me to do for him?

The assistance between departments must be mutual, without the other party assisting you, and you do not care about the other's work. So before communicating, I.

The materials prepared are not what the other party wants to hear: the materials prepared by department A are more biased towards the details of the implementation of the plan. But if there is no consensus on the basic rights and responsibilities and the framework level, there is no point in discussing the details.

Therefore, when preparing materials, Department A should start with the big picture. If you want to access product B, department B wants to know what kind of way you want to access my product, whether it is to integrate my existing functional modules or completely independent, and I only provide a platform for jumping.

This positioning and decision-making is the most concerned thing for the leaders of department B, if you don't talk about this at the beginning, start talking about the details of the functional module, which is meaningless to the leaders of department B and relevant colleagues. Only when the general direction is agreed can the division of responsibilities and rights of work be further advanced.

The methods of cross-departmental communication are as follows:

1. Clarify the importance and value of the matter, and form specific written materials.

2. Prepare a number of propulsion schemes, evaluate the optimal scheme and disassemble it into the approximate tasks and resources required, and the alternative scheme can be simply dismantled, and there is an idea to promote.

3. Match the resources to the departments and match the departments involved in the optimal plan.

4. Communicate informally with the cooperating departments, understand the scope of responsibilities of the cooperating departments, and ensure that the cooperating departments that do not miss the participation of the cooperating departments.

5. Invite the heads of the cooperating departments to communicate formally with the superiors (generally in the form of emails, meetings, etc.) to ensure that all departments have the same interests in the promotion of this matter.

6. Confirm the person in charge of the promotion of each cooperating department, confirm the details of the plan, divide the tasks and time points, and form a formal report.

7. Communicate regularly with various cooperating departments to ensure the progress and quality of collaboration.

Communication problems

1. Lack of expression skills.

This is an ability that needs to be constantly exercised, and the standard of success is to be easy to understand and concise. Language organization skills need to be constantly trained, and before each speech, you need to think about it for a while, control the speed of speech, and maintain the logic of speech.

2. There are objections to the assignment of work.

There may be multiple promotion schemes for the same matter, and in addition to their own pros and cons, different schemes will also have different requirements for the internal division of labor. For the division of labor, the tasks assigned to the cooperating department can be divided into specified tasks and gray tasks. Gray tasks are tasks that can be handled by both the dominant party and the cooperating party, and when assigning tasks with the cooperating department, it is necessary to confirm whether it is the designated task of the cooperating department.

If it is a gray task, the lead party needs to be prepared to take on this part of the task.

3. Insufficient grasp of the resources of the cooperating party.

When promoting the inventory of resources, it is easy to make a mistake when communicating with the cooperating department only to find that it is necessary for another ministry to participate together. If such a problem is found in formal meeting communication, it can easily lead to the meeting being put on hold, resulting in a waste of time and energy costs, and will also reduce the enthusiasm of the collaborator. We need to have a detailed understanding and split of the overall task to ensure that there is no problem with the general direction.

If it involves some other departments, you can first communicate peer-to-peer and conduct informal communication.

Compared with intra-departmental communication, cross-departmental communication is more difficult, mainly due to the following 6 reasons:

power relations are different; The depth of affection is different; Sectoral objectives are different; different interests; Insufficient understanding of the work content and process of other departments; The most important of the different personalities is that intra-departmental communication has the influence of power relations, while inter-departmental communication has no power relations at all, and there is no superiority and subordinate, so it can test a person's influence more. Therefore, in view of these difficulties, we should mention the ability of cross-departmental communication without high chains, and I suggest starting from the following aspects:

Learn more: strengthen each other's understanding of the work content of the department, such as changing guards; Clear ambiguity of process interface: Eliminate communication misunderstandings caused by ambiguous processes; Provision for regular communication and coordination meetings:

Use institutional constraints to increase the frequency of communication; Strengthen emotional contact: do some activities to strengthen the connection between departments and harmonize feelings; If there are still many inter-departmental problems, it is recommended to adjust the organizational structure and turn inter-departmental problems into intra-departmental problems.