Cross-Functional Communication 跨部门高效沟通与协作

Who is this for?

Junior to Mid-Level staff who frequently need to work with other departments, suppliers and customers. They sometimes struggle to achieve the level of collaboration that they desire, and want to find more effective ways of working together with people from different functions.

What will they learn?

This course is split into 2 parts. Day 1 focuses on communicating needs, to help learners clearly express their needs and influence others. Day 2 focuses on managing conflict, to help learners communicate more effectively when different parties have conflict interests.

How is this different to other courses?

All content is condensed into memorable and usable tools. These make the content easier to remember and use after the training. This way, you don’t have to worry about trainees remembering things, all they need to do is start using these tools and they will be directly applying the training to their work.

This course uses their own case studies.

One optional benefit is a personalised DISC assessment. This will help each individual identify their DISC style, as well as provide them with lots of tips and insights on how to become more adaptable.

What are the benefits?

After this course, trainees will be able to:

  • Effectively manage and prioritise their stakeholder relationships
  • Demonstrate cooperative mind-set when working with others
  • Strengthen trust and relationships with others
  • Formulate strategies for more effectively influencing others
  • Communicate more assertively
  • Better manage conflict
  • Adapt to different working styles

Agenda:

Day 1 Morning:

  • Introduction to Cross-Functional Communication
  • Stakeholder Mapping
  • Perceptual Positions

Day 1 Afternoon:

  • Building Trust
  • Influencing People’s Behaviour

Day 2 Morning:

  • Assertive Communication
  • Conflict Modes

Day 2 Afternoon:

  • De-Escalating Conflict
  • DISC Working Styles

Modules:

Introduction to Cross-Functional Communication

Objective:

  • Summarise the key challenges of cross-functional communication and the reasons for those challenges

Contents:

  • Introduction to the course
  • Group brainstorming on the key challenges of cross-functional communication
  • Group analysis on the reasons for those key challenges
  • Individual exercise to build their own case study for use throughout this course

Stakeholder Analysis

Objective:

  • Referring to their own case study, use the Influence and Interest tool to identify all relevant stakeholders, categorise and prioritise them, and summarise the most appropriate ways to communicate with each one

Contents:

  • Defining and identifying stakeholders
  • Introduction to the Influence and Interest tool
  • Using the Influence and Interest tool to categorise stakeholders
  • Selecting appropriate communication strategies for each different category of stakeholder

Perceptual Positions

Objective:

  • Use the Perceptual Positions Model to analyse the different viewpoints of each party in a case study and identify strategies for appealing to each party’s needs

Contents:

  • The limits of our attention and how we get stuck in certain perceptual positions
  • Overview of the Perceptual Positions Model
  • Case Study Exercise and Role Play Activity
  • Individual Case Study analysis using the Perceptual Positions Model

Building Trust

Objective:

  • Use The Trust Formula to formulate strategies for strengthening trust with others

Contents:

  • The impact of trust on our ability to influence
  • Group brainstorming on what breaks trust
  • Overview of The Trust Formula:
    • Trust = Credibility + Reliability + Intimacy / Self Orientation
  • Case study activity using The Trust Formula to identify ways of strengthening trust
  • Individual Case Study analysis Using The Trust Formula

Influencing People’s Behaviour

Objective:

  • Use The Elephant and Rider metaphor to explain behavioural problems in the case studies provided as well as examples they have encountered at work

Contents:

  • The Elephant and Rider Metaphor for understanding why people behave the way they do
    • The Rider needs direction, The Elephant needs motivation and both need a supportive environment
    • The difference between motivation and will power
    • Aligning Direction and Motivation for effective behaviour change
  • Giving clear directions and instructions
  • The 6 Principles of Influence:
    • Reciprocity
    • Commitment and Consistency
    • Authority
    • Social Proof
    • Scarcity
    • Liking
  • Use the 6 Principles of Influence to formulate strategies for influencing in case studies provided
  • Individual Case Study analysis using The Elephant and Rider Metaphor and other tools provided in this module

Assertive Communication

Objectives:

  • Identify the difference between assertive, aggressive and passive communication styles, and use a questionnaire to identify their most frequently used style
  • Rewrite a selection of written phrases to be more assertive by using the assertive communication techniques

Contents:

  • The difference between assertive, aggressive and passive communication
  • A self assessment to rate their own level of assertiveness
  • 5 different assertive communication techniques:
    • I Language
    • Opinions Vs Facts
    • Positive Enquiry
    • Fogging
    • Broken Record
  • Using the assertive communication techniques to rewrite a selection of non-assertive statements

Conflict Modes

Objective:

Use the Conflict Modes model to analyse a case study and suggest an effective way of managing conflict

Contents:

  • Introduction to the Conflict Modes model (5 Conflict Modes: Compete, Avoid, Accommodate, Collaborate, Compromise)
  • Analyse the advantages and disadvantages of each conflict mode
  • Analyse the third case study and suggest an effective way of managing the conflict and give reasoning behind this
  • Reflecting on individual preferences for managing conflict and identify areas for improvement

De-Escalating Conflict

Objective:

  • Demonstrate effective behaviours for de-escalating conflict on a role-play activity with a partner
  • Use the SCARF Model to suggest ways of reducing tension in a conflict scenario

Contents:

  • The Escalation Exercise to identify behaviours that escalate conflict
  • Group discussion to identify behaviours that de-escalate conflict
  • Re-do The Escalation Exercise but this time by demonstrating the de-escalation behaviours
  • The SCARF Model (Status, Certainty, Autonomy, Relatedness, Fairness)
  • Using The SCARF Model to reduce tension with others

DISC Working Styles

Objective:

Use the DISC model to clarify ones own working style and identify how to better adapt to other people’s working styles

Contents:

  • Optional pre-training DISC assessment to assess their own DISC Styles (this includes a personal profile report which will be provided during the training)
  • Identifying ones own DISC style
  • Working in groups of the same DISC style to identify that styles strengths and weaknesses
  • Working with other DISC styles share suggestions on how to better adapt working and communication styles to each other
  • Individual reflection on what actions they need to take to become more adaptable to other people at work

课程目标：学员理解有效聆听的重要性，理解不同沟通风格，并通过有效沟通在跨部门共事中建立信任，学习团队形成过程中的特点和障碍，促进不同团队协作，实现共赢。

学员人数：16-25人

课程大纲：

第一天

  • 欢迎与介绍  (Welcome and Introduction)
  • 简介及分组
  • 学习目标和学员期望
  • 有效聆听 (Effective Listening)
  • 暖场游戏：绘画与沟通游戏及点评
  • 沟通闭环模型以及有效沟通的二八定律和黄金圈法则
  • 聆听过程
  • 聆听四层次（“不”听、“正确答案式”听、“已经知道了”听、积极聆听）
  • 主动聆听SOLER模型
  • 非口头沟通 (Non-verbal Communications)
  • 肢体语言和语音语调
  • 互联网时代的沟通注意事项
  • 书面沟通常用句型
  • 沟通风格测评和应用 (Communication Style Assessment & Application)
  • 沟通风格偏好自我评估
  • 四种沟通风格偏好: 分析型、平易型、驾驭型、表现型
  • 分组讨论：不同部门和个人的沟通风格，如何调整您的沟通风格
  • 情景演练

第二天

  • 有效沟通–“持有不同观点时的有效沟通”互动练习 (Effective Communications)
  • 立场 V.S. 利益
  • 分组互动
  • 讲师点评
  • 同理心沟通和情绪智慧(Communicate with Empathy and Emotional Intelligence)
  • 情绪觉察和情绪管理
  • 同理心和同情心的区别
  • 同理心回应
  • 提出澄清式问题
  • 使用带有“我”的句式陈述观点
  • 团队协作(Team Collaboration and Synergy)
  • 暖场游戏：三连棋游戏
  • Bruce Tuckman团队组建四阶段以及破坏信任的行为
  • 团队组建各阶段的特点以及领导者应扮演的角色
  • 组织利益V.S.团队利益
  • 穿越激流团队协作互动游戏及讲师点评
  • 上下级沟通和反馈 (Communication between Hierarchies and Feedback)
  • 向上沟通
  • 正面反馈–激励
  • 建设性反馈–绩效改进
  • 总结和行动计划  (Summary & Action Plan)
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