On 8 October, with the support of the Deyang Economic and Information Bureau, teachers from the Deyang Enterprise Culture Association were invited to give us our first training session. The theme of the meeting was "Management Communication and Synergy Main Training". The main speaker was Mr Peng Jia and the observers were four directors, Chairman Liao Hui, General Manager Zhang Wengui, Deputy General Manager Cai Xiang and Director Zhao Xiaolan.
The event was held at Gaohuai Village in Deyang. The morning session had three themes: listening, collaboration and communication. Before the meeting started, Mr Peng suggested that "most of the problems in teamwork are communication problems, and most of the communication problems are solving emotional problems."
Afterwards, everyone expressed their views on teamwork and concluded that teamwork requires good communication, no negative emotions, mutual encouragement, mutual understanding and brainstorming towards a common goal. On this basis, Mr Peng mentioned two theoretical effects. One is the barn effect and the other is the tunnel vision effect.
The barn effect, also known as the silo effect, refers to the lack of communication within an enterprise, with departments working independently of each other, with only a vertical chain of command and no horizontal synergy mechanism, just like a barn, each with its own independent access system, but without communication and interaction between the barn and the silo. In this case, there is no consensus between the various departments and they cannot operate in harmony. Gillian Taiti Gillian Tett was the first to suggest the barn effect, and the following case studies are shared.
Sony: The excessive division of labour has weakened the power of innovation and led to the company's demise.
UBS: The classification system is upside down and misaligned, leading to a deep financial crisis.
The Bank of England: Economists were overconfident in their profession and blind to the crisis that was looming on the horizon.
Secondly, Mr. Pang talked about the tunnel vision effect. If a person is in a tunnel, he only has a very narrow view of the front and back. This usually prevents him from making far-sighted decisions. The important thing is not what happens now, but what will happen in the future. This is how you can achieve great things. If you want to have an open mind and a long-term vision, you should avoid low, narrow places, and go to expand your horizons and grow your insight; only then can you be knowledgeable and far-sighted.
Mr Peng presented these two theories to let everyone understand the need to establish reasonable and quick communication in the team and the need for everyone to work together and strive towards one goal so that everyone can reach the destination faster and better. In the afternoon session, Shen Yanrong mentioned that the rear swing arm project was fought for by everyone working together, the product was completed very quickly and the cooperation between all departments was very good, which is why a satisfactory answer was delivered to the customer.
In the second half of the course, Mr Peng gave the group an understanding task, which consisted of two stages. In the first step, different roles were created and everyone was asked to bring in the roles of the factory manager, production, purchasing, technical and quality control departments to complete this task. This role play was to get colleagues to think from different perspectives and not just from their own point of view without taking into account the difficulties of other departments.
In the second part, the teacher asked the students to divide themselves into those who praised their work (compliments), those who made a fuss (complaints) and those who made suggestions and drew their own moods during these three stages. The results showed that everyone's mood reached a high point during the praise stage and dropped or even dropped considerably during the trolling stage, making them much less motivated.
People later presented in writing that they felt identified, inspired and empowered by some of the practices of their partners. Some of the words people mentioned were "Try more!", "You've done a great job with your task!" , "Yes, that's it! ", "That's a great offer!" and other statements. The words that got people stumped, fired up and lying flat were: "You're not making sense", "You're wrong", "You can't do this" and other negative phrases.
At the end of the morning's learning, all four observers, expressed their feelings and Mr. Liao was moved by the positive speeches and said that in future, he would start from himself, learn the techniques of communication, control his emotions and establish a good communication channel with his staff.
Post time: Oct-12-2022