Office flexible communication

Author: Li Han
Publisher:
Publish Date: 2002-07-01
Features: According to surveys, in the office, approximately 60% or more of time and energy is spent dealing with various complex interpersonal relationships. All our confusion, all our worries, and most of our anxieties stem from interpersonal interactions. This includes relationships between superiors and subordinates, customer relationships, colleague relationships, romantic relationships, and the relationship between groups and individuals, etc. Of course, we are not afraid of or hostile toward these multi-layered and multi-faceted office interpersonal relationships, nor do we believe in Sartre's harsh proposition that "others are hell." However, we must painfully acknowledge that in the office, we inevitably interact with people and inevitably experience various contradictions and worries from within. The anxiety over contradictions, the helplessness in dealing with them, makes us feel painful, but at the same time, it motivates us to improve. This is the principle of elasticity. After all, without pressure, there is no elasticity; without contraction, there is no more forceful expansion. Elastic communication in the office is achieved by reducing friction, overcoming internal consumption, and resolving contradictions, thereby seeking relative stability and harmonious development between individuals and groups. Elastic communication emphasizes the balance of firmness and flexibility. According to traditional classification methods, communication means can be divided into two major categories: one is rigid communication, which involves enforcing solutions through company regulations, administrative measures, and a strict, professional attitude. This type of communication is necessary in specific situations, otherwise, "hesitating to act decisively will lead to chaos." The other is flexible communication, which involves resolving issues through cooperation, compromise, negotiation, and subtle hints. This type of communication is widely used in the workplace. To practice elastic communication, one must be firm when firmness is required, flexible when flexibility is needed, and employ both firmness and flexibility when both are necessary. This is what we call elastic communication. The basic principle of elastic communication in the office is to establish a balanced point of elastic mindset. Psychological balance can avoid many unnecessary conflicts and promote healthy and stable development of interpersonal relationships in the office. Conversely, psychological imbalance can lead to a series of conflicts and contradictions within the group, not only affecting work efficiency but also having adverse effects on the personality development, physical and mental health, and behavior changes of group members. Going it alone is a thing of the past; now, it's about harnessing the power of team resonance. Everyone knows this principle: when a group of soldiers marches in perfect unison across a bridge, the sturdy bridge may be likely to collapse due to the combined force of each individual. We must learn to utilize the effect of resonance, boost morale, and become a leader in the office; leverage the elasticity of resonance to rise steadily and reach a position where we can fully utilize our abilities. This book highlights eight fundamental laws of elastic communication in the office, covering nine parts: Elastic communication starts with an elastic mindset; making your speech more engaging; elastic interaction communication between colleagues; mastering the rules of elastic communication with superiors; uncovering the various conspiracies in the office; establishing your authority in the office; leveraging elasticity to climb the ladder; and office relationships between men and women. Using vivid and accessible language, the book introduces the skills and methods of office communication. After reading this book, you are sure to become a master of elastic communication in the office!