【适用对象】 跨部门协作项目组、职能部门、支持部门、中后台部门、对外沟通协作部门
[Target Audience] Cross-departmental collaboration project teams, functional departments, support departments, back-office departments, external communication and collaboration departments
【课程收益】
1.使参训学员了解，身为现代化企业的员工，应该具备怎样的协作意识、协作精神、冲突管理能力；
2.了解冲突产生的原因，发现部门合作之间的冲突问题，找到解决冲突的方法，化解协作难题，顺 利达成目标；
3.认识到冲突管理是团队协作的基础和不断修炼的必修课，学习跨部门的合作技巧，事半功倍；
4.认识工作中态度的重要性，并调整积极的工作心态，全身投入工作;
5.学习时间管理的工具，用好时间，提升工作效率，在企业中双赢发展。
[Course Benefits]
- Equip participants with an understanding of the collaborative awareness, spirit, and conflict management skills required as employees of modern enterprises.
- Identify the causes of conflicts, discover conflict issues between departments, find methods to resolve conflicts, mitigate collaboration challenges, and achieve goals smoothly.
- Recognize that conflict management is fundamental to teamwork and an ongoing learning process. Learn cross-departmental collaboration skills to achieve more with less effort.
- Understand the importance of attitude in the workplace, and adjust to a positive work mindset to fully engage in work.
- Learn tools for time management, optimize time utilization, enhance work efficiency, and foster mutually beneficial development within the enterprise.
【课程大纲】
引子：为什么跨部门合作如此重要
第一讲：理解部门墙 1.部门墙为什么存在 1)公司发展快 2)岗位设置 3)人员变化 4)各负其职 案例思考：刘亮的烦心事，他在跨部门协作中出了什么问题？ 2.多米诺效应，如何一个影响多个 3.部门墙的原理 1)沟通原理：部门墙 2)假设原理：如果解决 A、B 就自然解决 3)交换原理：你敬我一尺、我敬你一丈 4)心理学原理：习惯性争吵 5)木桶原理：有短板 6)公平原理：自己最辛苦
第二讲：互联网时代冲突的理性思维 1.什么是冲突？冲突完全有害吗？ 2.冲突的原因 1)资源竞争 2)目标冲突 3)互相依赖性 4)责任模糊 5)地位斗争 6)沟通不畅 3．理性思维与感性思维 1）理性分辨冲突中的“观点”与“事实” 2）用“5why”法探究真相，提升沟通与协作的精度 3）用思维导维分析问题的全面性 4．解决思维的建立 1）冲突管理在系统中有更多解决之道 2）如何用系统的沟通思维保障有效性 5．解决冲突四步法 1)理性思考 2)原因分析 3)解决问题 4)倡议行动
第三讲：冲突管理之冲突化解 1．人本沟通思维的重点和内涵 1）以 “人”为本，还是以 “己”为本 2）移动互联网时代的人本沟通特点 2.人际风格冲突化解术 1)指导型 2)影响型 3)分析型 4)亲和型 线上测试：你是什么类型的人际风格？ 视频学习：电影合伙人三位男主各是什么风格？ 3.第三方仲裁化解冲突 视频学习：汪洋是如何通过第三方仲裁来化解冲突的？董事长如何化解了下级的冲突？ 4.高情商化解冲突 1）转移思维 2）转移场景 3）五步冰冻法 4）同理心表达
第四讲：冲突管理之预防冲突 1.跨部门沟通的障碍 1)尤哈里视窗 案例分析：谁的错 2)推论阶梯 案例分析：谁的错 3)左手拦右手拦 视频分析：明明相爱的两个人为什么分手 2.提问的方向（上堆、下切、平移） 3.提问的方式（引领式、推动式） 案例分析：通过提问推动研讨 4.倾听的 3 个层次（我在、我在听、我在用心听） 5.积极倾听的 11 个好习惯 6.倾听的 3 个禁忌 7.工作的 PDCA 循环
第五讲：用职业化心态积极工作化解冲突 1、职业化素质的冰山模型 视频学习：如何通过冰山以下的特征发现自己的优势 2、树立正确的职业化意识 1)执行意识 案例分析：郭凯和李里有什么不同？ 2)目标意识 3)时间意识 案例分析：如果是你你如何处理工作，不加班？ 4)团队意识 5）自我激励意识
Course Outline
Introduction: Why Cross-Department Collaboration is Crucial
- Understanding the "departmental walls"
Session 1: Understanding Departmental Walls
1. Why do departmental walls exist?
1) Rapid company development
2) Job roles
3) Personnel changes
4) Responsibilities
- Case Study: Challenges faced by Liu Liang in cross-departmental collaboration
2. Domino effect: How one affects many
3. Principles of departmental walls
1) Communication principle: Departmental barriers
2) Hypothesis principle: If A and B are resolved, natural solutions follow
3) Exchange principle: Give a foot, take a yard
4) Psychological principle: Habitual disputes
5) Barrel principle: Shortcomings exist
6) Fairness principle: Self-endurance
Session 2: Rational Thinking in Conflict in the Internet Era
1. What is conflict? Is conflict entirely harmful?
2. Causes of conflict
1) Resource competition
2) Goal conflicts
3) Mutual dependence
4) Responsibility ambiguity
5) Struggle for status
6) Communication barriers
3. Rational thinking vs emotional thinking
1) Rationally distinguishing "opinions" and "facts" in conflicts
2) Using the "5 Whys" method to explore the truth and enhance communication and collaboration accuracy
3) Comprehensive problem analysis using mind mapping
4. Establishing problem-solving thinking
1) Multiple solutions in conflict management systems
2) Using systematic communication thinking to ensure effectiveness
5. Four-step method to resolve conflicts
1) Rational thinking
2) Cause analysis
3) Problem solving
4) Initiative action
Session 3: Conflict Resolution in Conflict Management
1. Human-centered communication thinking focuses and implications
1) Human-centered vs self-centered
2) Characteristics of human-centered communication in the era of mobile Internet
2. Interpersonal style conflict resolution techniques
1) Directive style
2) Influential style
3) Analytical style
4) Affinity style
- Online test: What type of interpersonal style are you?
- Video learning: What styles do the three main characters in the movie "Business Partners" exhibit?
3. Third-party arbitration to resolve conflicts
- Video learning: How does Wang Yang resolve conflicts through third-party arbitration? How does the chairman resolve conflicts with subordinates?
4. High emotional intelligence conflict resolution
1) Transfer of thinking
2) Transfer of scenarios
3) Five-step freezing method
4) Expression of empathy
Session 4: Conflict Prevention in Conflict Management
1. Obstacles in cross-departmental communication
1) Johari window
- Case study: Whose fault is it?
2) Deductive ladder
- Case study: Whose fault is it?
3) Left hand block, right hand block
- Video analysis: Why did two people who clearly loved each other break up?
2. Direction of questioning (pile up, cut down, shift)
3. Ways of questioning (leading, pushing)
- Case study: Driving discussion through questioning
4. Three levels of listening (I'm here, I'm listening, I'm listening attentively)
5. 11 good habits of active listening
6. Three taboos of listening
7. PDCA cycle of work
Session 5: Actively Working with a Professional Attitude to Resolve Conflicts
1. Iceberg model of professional qualities
- Video learning: How to discover your strengths by examining characteristics below the iceberg
2. Establishing correct professional awareness
1) Execution awareness
- Case study: What are the differences between Guo Kai and Li Li?
2) Goal awareness
3) Time awareness
- Case study: How would you handle work without overtime?
4) Team awareness
5) Self-motivation awareness
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