Shulou(Shulou.com)06/02 Report--

Author | Lu Jia (Lujia) Alibaba project management expert

Guide: there are two hardest things in the world: putting other people's money in your own pocket and putting your own thoughts in other people's heads.

Why is communication so important?

Everyone knows that communication is very important at work, so have you ever really wondered why communication is so important?

First of all, let's think about it. How much time does "communication" take in your daily work time allocation? Day-to-day meetings, discussions on nails, dealing with e-mails, etc., anyway, I am far more than 50%. This fits well with a famous theory in management:

Managers spend more than 50% of their time on communication, but at the same time, more than 50% of the obstacles in work are caused by communication.

This is the "double 50% theory", which intuitively reflects that communication is essential both in terms of time consumption and the degree of impact on work.

Why is it that everyone is always silent in the team meeting, and the students with ideas are silent? You should have seen the above picture in all kinds of different channels. I believe that when you see this picture for the first time, you will smile as well as I do.

Why can this picture have such an effect? Because the problems shown in this diagram really reflect the actual situation of our daily work: the problem of poor communication leads to such a huge difference in the understanding of different roles of a product. So what are the common communication problems of workload in Internet companies like Ali?

Here are some simple lists:

Why is it so difficult to promote the cooperation of brother teams? the progress of their cooperation is completely out of control. Why is the work assigned to subordinates, but finally piled up to me? Why is it that the implementation of the action left over from the discussion in the meeting is always too slow to be completed? Why can't you read back the boss's latest news? Why are you overwhelmed by nail news all day, and you have to work overtime in the dead of night?...

With so many communication questions, why is it so difficult to communicate? Here, from the most common situation, especially in 1-to-1 communication, there are three main reasons:

Since there are many communication problems and the causes of the problems are very complicated, where is our way out? Is it true that the solution is to standardize our work, and then standardize and process our work to reduce the need for communication, and then everyone can quietly write code and solutions in their own workstations, so that everything will be all right? The answer is no.

Let's take a look at this quadrant diagram, which is a model mentioned by Dr. Kaifu Lee in his vision for the future AI:

As you can see, the positions in the lower left corner of the interval graph correspond to low social needs and are structured areas where 5-10 jobs will be replaced by AI robots in the future.

If our work can be carried out according to the process simply by defining standardized interfaces, so as to avoid or reduce communication, then the value of our work will be reduced and will eventually be replaced by machines. just as a large number of assembly line workers are being replaced by intelligent robots.

What I want to say is not to say that in order to reflect the value of the work, we should deliberately increase the communication cost of the work. On the contrary, we do need to reduce communication in a field by summarizing the process of combing standard words, or even instrumental means. But at the same time, we are working to create greater value in situations that are more complex and need to communicate.

So what we need to do is to remain competitive and continue to improve our communication skills. This is the direction that everyone should continue to work hard.

The basis of communication

There is a Western proverb that goes, "there are two hardest things in the world: putting other people's money in their own pockets and putting their own thoughts in other people's heads." Just like the scene in the picture, when we encounter problems in communication, we often feel that we are right and want to convince each other, but there are always difficulties.

Communication failures are always caused by a variety of reasons, either expression problems, listening and feedback problems, or environmental problems. To enumerate, the general situations are:

Lack of information or knowledge does not indicate importance, only pay attention to expression, do not pay attention to listening, do not fully understand each other's words, so as to ask for improper feedback time is not enough bad mood position gap, cultural gap

First, let's take a look at the communication model. Communication starts from the sender, to the recipient of the message, and then gives a complete closed loop of feedback to the sender.

The coding here may be text, voice, or even gestures, facial expressions; channels can be nails, e-mails, videos, or face-to-face; various external environments may bring noise, such as a bad mood, or people have different backgrounds, lack of common language, the impact of parallel communication, and so on.

As we can see, a minimum closed-loop communication process, because it involves many links, actually forms a long link. Once the link is long, problems are easy to occur in all links on the link, and eventually the problem will be magnified layer by layer. Here we must introduce the theory of communication funnel.

It is necessary to know the formation process of the communication funnel. For example, a developer, leader, found that there were many problems introduced into the project development recently, and the product encountered serious online questions several times, so he decided to hold a meeting to rectify it and how to solve it in his mind when he couldn't sleep at night.

If you think of 10 aspects (100%), you need to talk to your subordinates. When I stood in front of the crowd for a meeting the next day, due to lack of rest and nervousness, I only said 8 of the 10 things I thought of and left out 2, that is, only 80%. When these 8 things are told in public, due to the limitation of the venue and the number of personnel, employees really hear 6 things (60%).

And due to the differences in staff level and knowledge background, the actual situation of our technical leader language expression, language accents and dialects, only about 40% of what is really understood and digested by others. By the time these people go to the ground to carry out, due to factors such as the size of the relationship between each thing and the individual, the willingness to execute, and other factors, in the end, the number of people who have been executed has become 20%. Although this proportion is quite exaggerated, it is actually not so serious. but the funnel caused by this communication is real, and we can only find ways to make it as small as possible.

So is there any way to reduce or eliminate the funnel phenomenon caused by this communication? Let's look at it from the perspectives of speaking, listening and asking.

Communication basis 1: expression

The basis of communication, the first is expression, that is, sending messages. Our teacher Ma is recognized as a master of speech, and his expression ability is very strong.

In terms of expression, apart from what we all know better, we need to have easy-to-understand language and clear logic, what else do we need to pay attention to? Look at the image of teacher Ma, we can see clearly, that is tone, expression, body movements and so on.

In the field of communication management, there is a very famous theory, "Communication = 7% content + 38% voice + 55% body language", which fully illustrates the importance of body language in the process of communication. Here, here are some suggestions for your body language when communicating and expressing:

Language and body language must be consistent. Try to get each other's attention at first. If necessary, repeat and rephrase the language familiar to the other person: face face, nod, smile, lean forward, do not make eye contact: put your hands on your chest, look away, do something else.

Let me give you another example that is most common in our daily life. Every day, we use nails to communicate more, the same sentence, if used in different tones will express different attitudes and different meanings (such as "has this requirement been tested?" Is it an inquiry or a rush? ). So when I ask people similar questions on nails, I always worry about being misunderstood. I usually add a smiley emoji package. I wonder if you have such a practice? ^ _ ^

The second basis of communication: listening

The second basis of communication is listening. The key to communication is often the receiver, the listener, not the speaker. The more successful people are, the better they are at listening.

Compared with simplified Chinese characters (oral listening), the "listening" of traditional Chinese characters can better reflect the essence of listening (it seems that our ancients still have great wisdom):

"ear King": since it is listening, there is no doubt that the most important organ is the ear, so the essence of listening is to take the ear as the king, bring the ear, and put listening first.

"Fourteen": the "four" can be regarded as "eyes", that is, eyes. Listen not only with the ears, but also with the eyes. The other person's eyes, expressions and body language all contain a wealth of information, which is compatible with the information or objects provided by the other party.

"wholehearted": in order to achieve the goal of communication and get the best results, you must be wholehearted and single-minded. Is to listen attentively, observe attentively, ask questions attentively and think attentively.

Listening is also divided into several different levels:

Listen, pretend to listen, listen selectively, listen attentively, put yourself in one's shoes.

The difference between the other layers 5 and 4 is that listening attentively is to respond to what you hear, but to put yourself in the other's shoes is to understand each other, not to react, and the purpose is to understand each other's ideas and feelings through communication. really empathy.

Communication basis 3: asking questions

The third basis of communication is to ask questions, and the person who can ask questions is a good communicator. People who are good at speaking, the main time of communication is he is talking, do not worry about the silence, and he can speak very well. Typical is the training of teachers; people who are good at asking don't say much when talking to him, but often ask thought-provoking questions to shake your delicate body (or tiger body) and open up a new world. Therefore, the person who is good at asking questions is the one who is guiding the direction of communication.

Generally, there are four ways to ask questions, and different situations and purposes require different ways of asking questions:

Closed: do you agree with this plan? Can we finish the task on time? Open: do you have any good suggestions? Guided: if the problem of resources is solved, what are you going to do first? Rhetorical questions: if you blindly answer the other person's questions, you will easily fall into a passive situation. How to get the conversation on your channel? Rhetorical questions are a good trick, such as: "I would like to ask, what is the scheduling of this requirements development?"what is the pace of business operation?" Intra-team communication and cross-team communication

Next, I would like to introduce you to the three most common communication scenarios, which are also the most difficult areas in your daily work. First of all, introduce intra-team communication and cross-team communication.

1. Communication within the team

Communication within the team is the first scene that everyone has to face. In a team, there are generally three modes of communication.

Chain: strictly follow the formal chain of command and communication, linear transmission of information, such as in militarized organizations is more common

Wheeled communication: wheeled communication depends on the core characters as the lead and central node of all members' communication, which can stimulate the emergence of strong and powerful leaders.

Network style: allows all group members to communicate actively, all members are free to contribute themselves, there is no intermediate node of information, and there is no obvious leadership role.

Here, we make a comparison of these three modes:

In Internet companies like Ali, if there is no particular reason, we are more likely to lead the team to develop a "mesh" communication model that goes beyond the third mode. The recommendation of mesh communication mode does not mean that we do not have high requirements for accuracy, on the contrary, because we have many very effective tools to ensure that we can still maintain high information accuracy in mesh communication, such as Finch, Aone, nails and so on.

In team communication, we have to mention five major obstacles to team communication and cooperation.

The first common problem in the regiment is the "lack of trust", which is particularly common in newly formed teams.

The lack of trust will bring the second problem to the team, that is, "fear of conflict". The most common thing is that everyone is silent at the meeting. Because of the lack of trust, people do not know how their different opinions will lead to the reaction of others. For the sake of safety, it is safest not to speak.

Teams that are afraid of conflict will naturally lead to a third problem, "lack of commitment". It is conceivable that if my different views are not expressed, then I will not have a strong commitment to the final conclusion reached by the team, because I do not agree with this conclusion in my heart.

Lack of commitment will continue to lead to problems, that is, "evade responsibility". If the conclusion without commitment leads to a bad result, the team member naturally does not want to be held responsible for the result, and he will think to himself, this is not what I wanted to do. Look, something really went wrong.

In the end, the team members who evade responsibility will "ignore the results". If the team members do not feel the results of their own team, then the team will exist in name only.

If you are interested in the five obstacles to team communication and cooperation, and want to know more about it, I recommend you to read a book entitled "five obstacles to teamwork".

So the question is, how to cultivate "trust", which is the first of the five obstacles to communication and cooperation in a team? There are many ways to build trust in the team, for example, from an early age, we need to enhance the mutual understanding of team members. In Ali, we often have ice-breaking (presumably everyone has experienced it), team building, and so on. There is also a trust-building saying, "go through the window together, carry guns together", so that it is easier for us to build a relationship of mutual trust.

However, the establishment of trust is not necessarily so deliberate, or it must go through a historic battle before it can be cultivated. In fact, "trust" is established on the basis of small agreements reached and maintained again and again. For example, we agreed on a document output time, we agreed on a pre-meeting preparation work, as long as such a small agreement can continue to be reached, trust between us can be effectively established.

Conflicts in the team are often an important factor that destroys the communication atmosphere of the team, and it is often a common idea that we do not want to have conflicts among members of the team. But what I want to talk to you about here is, is conflict necessarily a bad thing for team communication?

The answer is no, and teams can grow from healthy and productive differences and handling. What is bad for the team is "destructive conflict", but what is valuable to the team is "constructive conflict". Let's take a look at the difference between the two conflicts:

In a team, the reasons that hinder health conflicts are generally:

Lack of trust, respect and understanding of a strong management style team members are unstable or cross-regional 2. Cross-team communication

In cross-team communication, we often encounter a variety of problems, let's first give you a brief list:

Majors are gap, lack of common language. For example, if the business development team relies on the capabilities of China Taiwan, this will happen if the business development team does not understand the current system of China Taiwan products and cannot clearly explain the needs of China Taiwan, which will eventually lead to impaired willingness to communicate. communication problems.

The goal is not consistent (affected by the department wall), for example, you plan a strategic project plan, but you need other departments to support you, which is very cooperative in the early research, and it has really been implemented. You may find that their attitude has changed, and they are not really going to make a big investment, because this does not match the goals of their team.

The progress is opaque. Agreed on the delivery time with the brother team, but the intermediate process did not communicate, it was a complete black box. When the agreed time was approaching, I found that a lot of things were not ready yet.

Unclear responsibilities and prevarication of problems. In communication, we often encounter people passing the buck to each other because of the unclear division of labor, and some gray jobs can not find the person in charge. Once something goes wrong in the grey area, no one is willing to take the blame.

In the face of these problems, how should we solve them? Here is a principle of inter-departmental communication:

First of all, we should set a goal together: a win-win goal, not just your goal, but a goal that everyone can achieve their own value at the beginning, so that the other party is willing to cooperate with you.

The second is to make clear the division of labor, responsibilities, time and responsible persons, so as to achieve "close brothers and clear accounts". As the saying goes, "ugly words come first" also means this.

The third is to confirm the communication mechanism at the beginning, to achieve the exchange of information, such as weekly meetings, weekly reports, etc., to ensure the transparency of information in the process.

The fourth is to have responsibility, responsibility and empathy in the handling of problems. It cannot be beneficial for everyone to come together. Once something goes wrong, everyone will turn their faces and disown people. Like people, the team should also pay attention to credibility.

Because cross-team communication is often not like in the team, the two sides may not understand very well, do not have much sense of trust, so when the two sides have just sat down, have not yet begun to communicate, everyone's seating style has greatly affected the result of communication. Here is an introduction to the possible impact of several different communication seats.

Upward communication and downward communication

The second group of communication scenarios that often encounter problems are upward communication and downward communication.

1. Upward communication

When it comes to "upward communication", we are talking about "upward management". Let's first take a look at the explanation of these two concepts.

Upward management, the process of consciously working with superiors in order to achieve better results for themselves and themselves, it can be said that this is a process of making superiors change; upward management is not leading superiors, but through upward communication and upward coordination to influence and guide the views of superiors to coordinate with themselves.

Upward communication is one of the main means of upward management, which generally refers to purposeful communication with superiors so as to transmit necessary information or influence their decisions.

Upward communication is a kind of "purposeful" upward management behavior, if it is the kind of chat that is very relaxed during teambuilding, we will not classify it as upward communication for the time being. So what is the difficulty of upward communication?

Traditional concept: the Chinese have mentioned upward management and upward communication, and all kinds of problems may have come out. As shown in the picture above, this is a pyramid of "the son of Heaven unifies the three princes and the three princes" in the Western Zhou Dynasty. This is a very clear and strong concept of hierarchy in Chinese tradition in the past, such as the common "official higher level crushing people to death." In China, this is a historical and cultural heritage, even in today's own democratic social environment, even in an enlightened Internet company like Ali, the inherent ideas will still exert a subtle influence on us.

Lack of initiative: lack of initiative, we must wait until there is a big mistake, can not miss the time to want to inform the supervisor. If there is no flow of information, the supervisor will have no sense of security and will feel out of control. Never let the supervisor know from someone else what you should have told him.

One-sided information: you want to influence your boss through communication, if you find that he has an idea that is wrong, you want to guide him to make decisions according to your ideas; another possibility behind this is that you don't get as much information as your boss. your judgment is one-sided or even wrong.

Straight-line thinking: straight-line thinking, for example, the superior said, "Xiao Ming, you are not doing this right" and "what am I doing wrong?" . Then there must be no way to talk about this kind of communication, right? what will be the result of this kind of communication? As you can imagine, you can take out your cell phone and watch Ali. You may not agree with him, or the way he handles problems, but you must not be confronted in public. Even if it is felt on the spot that that method does not work and there is a deviation in handling, it can still be communicated privately after the meeting and corrected in the course of implementation.

So what are the common problems in upward communication?

Do not dare to communicate if you have problems or doubts: 1. Give the leader a serious work attitude of feedback and positive review, leaving a good first impression; 2. When you encounter problems in implementation, timely feedback on the problems is tantamount to sharing the responsibility and improving the success rate of solving the problems; 3. For yourself, active reporting can also help you sort out your work, exercise your problem-solving ability and improve your efficiency. Take the initiative to report and let the boss trust, because non-reporting brings a sense of out of control to the leader. Active reporting can not only make your work "visual", but also ensure that the implementation is in the right direction.

The problem and impact can not be explained clearly in the long-winded way: to report to the boss, you must prepare in advance, think clearly, express clearly, and improve efficiency. We will talk about how to report to the boss later.

Talk about problems but not solutions: think hard, prepare plans and suggestions in advance, and let your boss do multiple-choice questions instead of questions. This not only improves the efficiency of communicating with the boss, but more importantly, let the boss see your thinking and share it for the boss.

When it comes to upward reporting, we need to first talk about the thinking framework of upward reporting, through which you can judge whether the current content needs to be reported and what strategies have been used to report.

The first quadrant enters a very high-level project with the boss. At this point, the boss is your colleague. Plan and work together. In this quadrant, the boss is fully "involved". The information between you is symmetrical, at this time, the important forms of reporting may disappear, because you know each other's information all the time.

In the second quadrant, the role of the boss is to give you "guidance and decision". The boss here is very concerned, but he is not clear about the specific progress and details. The content here is often the most important in the report and the focus of the ability to report upward. One of the possible goals in the key report is that there are difficulties that need to be supported by the boss, such as insufficient resources and coordination by the boss. Just tell the boss what he needs to do directly (here we move to the fourth quadrant)

The third quadrant is the things authorized by your boss, and it is your duty. Although there is information asymmetry here, the boss will know your content macroscopically (even he did your job at that time). Or the importance of the content cannot be included in the boss's "management dashboard" (not involving the high-level management decisions he is going to make). This part only needs to express: you are doing it step by step and on schedule, and the boss only needs to check it periodically, which is not the focus of the report. Common misunderstanding is: this part of the content is always mistakenly put on the PPT, read it to the boss in great detail, everyone is very dull, become the least level of reporting. If there is an exception in this interval, the exception needs to be transferred to the second interval.

There is no need to discuss the reasons and reasons for the content of the fourth quadrant. The boss and you have reached a consensus that the information is symmetrical. However, there are tasks that are difficult for subordinates to accomplish, or tasks that go beyond their authority, or tasks in new areas, and the most common is that subordinates need leaders to help solve certain resources. The role of the boss here is "help and support".

I mentioned earlier that we should take the initiative to report, so when is the best time to report? Here are four basic opportunities for upward reporting, which you can refer to:

Now it's time to introduce how to report upwards:

Concise and to the point: believe that bosses have read thousands of PPT, so most of the time they can see at a glance what the PPT is trying to say, so PPT information needs to be concise and to the point. At the same time, we need to use a lot of data to support my point of view, and try to state it from an objective point of view.

Get to the point: as described above, the boss's schedule is so tight that he may even leave due to emergencies during the reporting process, so at the beginning of the report, you have to state your views or requirements straight to the point, then list the reasons and evidence, and finally restate your point of view. The above is the PREP structure of "elevator lobbying": Position (opinion), Reason (reason), Evidence (evidence), Position (opinion)

Be well prepared: the content of the report also needs to be only a few pages of PPT, but many times the leaders will ask some related questions. Therefore, as a reporter, we need to understand all the relevant information in advance at the same time, so as to prevent being asked speechless, which will not only affect the progress of the report, but also be considered to be negligent.

Master the 10 + 30 principle: in the 30-minute time plan, the reporting time takes up to 10 minutes, and the remaining 20 minutes are reserved for discussion time. Information that can generate value is often generated during the discussion time.

PREP reporting method

It comes from McKinsey's 30-second elevator theory. McKinsey requires employees to be clear and clear about what they want to say in the shortest possible time. Therefore, the reporting structure of PREP is established, which requires the reporter to report from the point of view of a decision maker rather than an executor. It consists of four parts:

Opinion: first of all, make clear the core point you want to express in one or two sentences, including: hope the leader will agree in principle, make a plan for the next step, or look at your detailed materials as soon as possible, and so on.

Reason: you need to carefully analyze your report material, condense it into no more than three reasons, and then try to express it in concise and powerful language.

Evidence: mainly explain the specific details contained in the focus of the report, such as specific phenomena, data and effect estimates, etc.

Repeat the point of view: finally, repeat your request again.

two。 Communicate downwards

There are many difficulties in upward communication, does that mean it is easier to communicate downwards? All your subordinates report to you, is there any difficulty?

Yes, students with a team can realize that it is not easy to communicate down, considering that the situation of each of your subordinates is different. And if these differences are not taken into account, poor downward communication is a disaster for both managers and teams. According to a survey in Harvard Business Review, 91% of employees said that poor communication from their superiors would damage their leadership!

What are the communication skills with subordinates?

The purpose of issuing instructions is clear and the goal is clear. Explain the importance of the task, clear the task's SMART goal; if it is not pleasant, a vague goal (such as we should pay attention to the user experience), how do your subordinates know that you are not casually saying it on a whim?

Give feedback and focus on behavior and influence. Feedback can be divided into two types: positive feedback and developmental feedback. As the name implies, positive feedback is to express praise and recognition for the guided, while developmental feedback is used to point out areas for improvement. Different from the nagging patterns commonly used by parents, we should also have a structure, that is, behavior + influence + attitude (approval or deficiency); for example, we cannot simply and rudely say that xx does not have team spirit.

Establish regular one one communication channels: Oneone communication shows importance, giving certainty preparation time, face-to-face communication is easier to enter into a deeper level of communication.

Another very important point in downward communication is how the superiors deal with the problems thrown by the subordinates.

When subordinates come to you, most of the time they are not looking for a solution, but looking for someone who can solve the problem. When a subordinate reports to the manager, he should be guided to say "I have a problem" instead of "we have a problem". When a subordinate asks a question, he should be made to understand that the problem is his. Here are two examples:

The right way to talk: "I can't give you advice for the time being." you should reconsider what you are responsible for and come to my office at 04:30 in the afternoon to come up with further feasible ideas. " Or "I don't have time to deal with this problem in 24 hours, so keep thinking about it and report back to me on new developments tomorrow."

If you are interested in how to deal with tasks and responsibilities with subordinates, you are recommended to read a book: "Don't let monkeys jump back on their backs."

The supervisor's job is to assist subordinates to complete the work, not to work for subordinates. Everyone knows that it is better to teach people to fish than to teach people how to fish. The goal of managers is to train more employees who can be on their own. As shown in the figure below, supervisors should try their best to avoid employees with their own levels of 1 or 2. Do not help subordinates to do their part, develop subordinates' ability to solve problems and think. In the face of subordinates asking for help, ask him "what do you think?" and let subordinates figure out ways to solve the problem.

Level 5, wait for instructions-don't even know what to do; level 4, ask for instructions-know what to do, but don't know what to do; level 3, make recommendations, act in accordance with the outcome of the finding-can come up with alternatives, but require the supervisor to choose the plan; level 2, action, but need immediate instructions-can determine the appropriate course of action, but will ask for instructions at any time during specific implementation Level 1, independent action, the supervisor only needs to read his routine report.

Levels 1 and 2 of freedom are earned privileges-they are not natural rights. This privilege comes from the reputation you have built up by successfully selling your ideas and suggestions to your boss. This reputation can only be cultivated in the level 3 Freedom scale.

Synchronous communication and asynchronous communication

The last group to introduce synchronous communication and asynchronous communication, this group of words are not as common as the previous two groups, I wonder if everyone understands the meaning of these two words?

Synchronous communication: synchronous communication means that you send a message, and the receiver processes the message immediately and replies immediately; asynchronous communication refers to the communication in which you send a message and do not expect immediate feedback.

According to the above definition, we can classify our daily communication methods. For example, "meeting", "face-to-face discussion" and "phone" are typical synchronous communication; "email", "Finch" and "Aone" are typical asynchronous communication.

So which category should "nail" and "Wechat" fall into? Wechat and nails are generally believed to have the characteristics of synchronous and asynchronous communication at the same time, and the process may change at any time, depending on whether everyone is in real time in the process of communication. However, considering that the nail has a hint of message reading status, we generally think that the nail is closer to the way of synchronous communication.

Let's make a comparison between these two ways of communication and scenarios:

With the in-depth use of Ali nails, the proportion of synchronous communication is increasing, it is undeniable that this approach has greatly improved the overall work efficiency, but anything excessive will bring problems. Common problems in synchronous communication are:

Frequent interruptions and everyone's working hours have been cut to pieces, hindering the development of in-depth work.

The priority of online is better than that of high yield. If people who are not online don't even have a chance to speak, things have already been decided. So everyone is forced to be online in real time, forced to attend every possible relevant meeting.

Causing unnecessary stress. The expectation of real-time online makes people lose control of the schedule. During working hours, people respond to requests from all parties instead of actively following their own plans. Studies have shown that because of frequent interruptions, people try to do things faster (at the expense of doing worse) and feel more pressure and confusion as a result.

Lead to low-quality discussions and sub-optimal solutions. Because of the need for an immediate reply, people do not have enough time to think it through. The plan given at the first time is often not the best one you can give.

Then in the daily project management, how can we effectively make good use of various ways of communication, so that these ways of communication can better play their role, while avoiding some side effects? Here I put the most common way of communication in the project in a quadrant space (Abscissa is synchronous or asynchronous, ordinate is the complexity of communication content). I hope you can compare your daily projects for reference.

Last but not least,

Finally came to the end (thank someone for seeing this).

This article talks about a lot of communication skills in different communication scenarios, which can sometimes be seen as communication routines from a different point of view. Here, I need to emphasize that the success or failure of a communication, the routine of things will be effective, but the effect is also limited, communication is more important depends on the motivation of communication. The purpose of your communication is not to achieve the effect of "1 times 1 > 2", whether you have an open mind, whether you attach importance to differentiation and regard every conflict as an opportunity for growth. As long as you have a sincere heart, even if there are many problems in communication skills, I believe others are still willing to cooperate with you. This is the so-called: "more sincere, less tricks!"

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