I. Communication Analysis
When people interact with each other, a social interaction problem occurs.
According to Berne's theory, people have three psychological attitudes. When people affect each other's interactions, they always adopt one of the following attitudes:
- Parental self-status: people in this status may be under protection, management, education, criticism, or psychological control of the organization. They will say, "That's it ".
- Adult self-status: People who are in this psychological status are rational, computation-competent, pragmatic, and non-emotional behavior. They always try to seek facts, process materials, and estimate probabilities, to improve the decision-making level.
- Children's self-states: This kind of feeling may be spontaneous, dependent, creative, or rebellious. Such States require appreciation and rewards.
Contact Type
- Complementing interactions: the status of managers and workers is in a matching state. For example, management personnel advocate "parents-children" interactions, and workers respond to the status of children. The manager said, "Let go of your work and take things." The worker responded: although I don't want to go, I still have to go because you are the boss.
- Non-complementing interactions: the status of managers does not match that of workers. For example, a manager tries to treat a person as an adult and a child as a child. The manager said, "Do you think we have any problems in solving this problem ?", The worker does not respond as an adult, but thinks that it is up to you to decide whether it is my business or not.
- Communication between people is often blocked in the case of non-complementary interactions. Therefore, managers need to adjust the status of their parents and communicate with the workers: "Are you tired today ?", Then we moved to the adult status: "We have been talking and laughing for a while. Now, let's go back and see how to solve this problem ?"
- Although we should try our best to stick to the complementary communication method, the most effective communication method at work is the interaction between adults.
Attitude towards life
Attitude towards life comes from a combination of two ideas: one is how you view yourself and the other is how you view others.
There are four attitudes to life: I am not good-hello, I am not good-you are not good, I am good-you are not good, I am good-hello.
The attitude people want to live is adult-to-adult. I am so good-Hello attitude. It shows helpful affirmation and recognition for myself and others.
Soothing
Comfort can be defined as an action that acknowledges the existence of others.
Comfort can be positive, negative, or mixed. When people are actively comforted, they are in a good mood and are excited. In addition, they are prompted to develop a concept of affirming themselves. Passive soothing can cause physical or emotional damage and make people feel that they are being rejected.
Sometimes, people do not always seek positive comfort. For reasons such as guilt, inferiority, and self-blame, people may seek negative comfort. This phenomenon does exist for those who feel that they are not good.
Comfort can be conditional. For example, if you can sell more than three insurances, I will promote you. Comfort can be unconditional, for example, you are awesome. But unconditional placating may cause confusion to employees because they do not know how to get more placating.
Communication Analysis and leadership
A person who is mainly in the status of his or her parents tends to adopt an exclusive approach of leadership.
A person who is mainly in the status of children tends to adopt a free-to-control approach to leadership.
Interaction Analysis Results
Employees trained through communication analysis can help them understand why people sometimes make such responses.
The most important effect of communication analysis is to improve communication between personnel. people learn to understand that once a non-complementary communication occurs, they can take steps to resume the complementary communication, and it is best to use the adult-adult method.
2. self-confidence
Some people in an organization always have a kind of emotion that they cannot do. A kind of manipulation, criticism, or unfair emotion controls them, even though this kind of emotion is potential for some people.
At the control of this sentiment, the result is that they always feel frustrated, guilty, inferior, and want to suppress this sentiment, and want to publicly resist.
Be sure that you understand how to express your emotions, ask for care, help, and action changes, and reject unreasonable requirements.
Self-confident people are straightforward, loyal, and open-minded. They are confident and self-respecting, and want others to pay attention to themselves and realize their own values.
When you encounter situations that you cannot accept, you must respect others' rights, be good at expressing your feelings, propose acceptable options, and implement them to the end.
Iii. Conflict
It takes 20% of the time for the Administrator to handle the conflict.
Conflict is not a bad thing. One of the benefits of conflict is to stimulate people to explore and provide improvement strategies to lead to better outcomes. Another advantage is to make hidden and Possible Solutions superficial, another advantage is to make the parties involved in the conflict better understand each other.
The downside of conflicts is the destruction of coordination and cooperation, which breeds a sense of distrust, which may lead to frustration, inferiority, and lack of encouragement.
- Interpersonal conflicts: interpersonal conflicts have a profound impact on one's feelings. Therefore, it is necessary to prevent one's self-image and self-respect from being hurt by others. The common cause of conflicts is personal character conflicts or lack of communication.
- Group Conflicts: Resources in any organization are limited, and most groups will feel that the resources they need far exceed what they can, thus laying the seeds of group conflicts. Group conflicts are mostly caused by different points of view, loyalty to the group, and competition for resources.
- The consequence of a conflict: One Party prefers both sides to go backwards to a worse situation than the previous one, that is, both sides are defeated. In the second case, the conflicting party deems that failure is advantageous to itself, because the victory or defeat has been fixed, or hopes that the other party will be rewarded in the future. The third case is self-defeating, which is the product of self-interest. The fourth case is a win-win strategy, seeking for a creative solution that is advantageous to both sides of the conflict.
Iv. group dynamics
We refer to the group dynamics as the face-to-face interaction and mutual restraint between people in small groups, and the social interaction effect based on them.
Two interactions in A group:
- The discussion and exchange of ideas are called meetings.
- Collaboration
Meeting
- Meeting scale: if there are more than seven attendees, there will be insufficient opportunities for direct conversations between them, which will make the exchange of views more centralized. Five-person meeting is more desirable.
- Meeting operation: A group has two kinds of leadership roles: one is task leader, whose task is to complete the task, but it may offend people and damage the unity of the group. First, the role of social leaders is to restore and maintain the unity of the group and satisfy everyone, so as to successfully complete the task.
- Group Program: group leaders should maintain the program appropriate for group activities in order to achieve their goals. Public exchange of ideas and opinions should be encouraged so that all members of the group can participate in group activities equally.
- Extraordinary goals: group leaders should help people recognize and explore extraordinary goals. This is a high-level goal that all Members can play. Once people acknowledge their extraordinary goals, the trivial disputes between them are naturally eliminated.
- Emotional issue: the meeting leaders should try to maintain their emotions so that they will not be disturbed by emotional conflicts.
- Agenda: meetings often work at two different levels. One level is the surface of the agenda, that is, the formal tasks of the group, and the other layer carries the private emotions and motivations of the group members, this is called a hidden agenda.
- Consistency: Without consistency across all groups, group members may be asked to execute decisions that they do not support. Decentralization of voting may also bring different opinions to the meeting. On the other hand, the requirement for full consistency also has its own drawbacks. It may turn the goal into a kind that promotes people to suppress the opposite opinion, or tell the organization that they agree and actually do not agree. The Organization must do its work normally and cannot stop at discussions without termination to achieve full consistency. Most managers do not need to make completely consistent decisions.
- Support for decision-making: an important by-product of meetings. It is likely to give strong incentives to those who participate in decision-making to accept and execute decisions. At the same level, lower levels, and higher levels are more willing to accept group decisions.
How to use three group activities
- Brainstorming: It is compatible with many different ideas, and even some unusual hard-to-achieve ideas will be protected. encouragement will not be criticized or criticized. All the suggestions are recorded in real time. After a while, they are evaluated for their usefulness. Encourage bold suggestions and encourage unique insights without having to consider what others think and think.
- Nominal group law: individuals raise questions and independently propose solutions to the problems. Then, they distribute their opinions to everyone in accordance with the organizational system, organize discussions, analyses, and sort out various opinions, finally, the optimal scheme is selected using the anonymous voting method.
- Delphi method: exchange opinions in writing. The members who participate in the decision-making should carefully select from the experts. The answers should be jointly made by the experts and then fed back to all members, then, based on the new information, propose another scheme until the answer is satisfactory.
Weakness of group activities
- Slowness and consumption: Meeting-based transaction processing is not efficient. It takes several hours for the Committee to hold meetings.
- Flattening effect: meetings often lead to compliance and compromise, requiring that individual thoughts and group thoughts be in a balanced and consistent manner. However, it can curb authority and arbitrariness.
- Share responsibility: everyone is responsible, but no one is actually responsible. Group decisions will undoubtedly dilute and reduce people's sense of responsibility and provide excuses for shirking responsibility.
Collaboration
- Managers need to create a strong environment to form a foundation for cooperation, trust, consistency and compatibility, so that collaboration can be perfect.
- The extensive participation of employees in decision-making takes a lot of time, and the practice of group activities may increase the burden.
- Social inertia: once an employee deems his/her contribution to a group unmeasurable, his/her production will decline. This response includes perception of unfair distribution and laziness of people engaged in common work.
