Deepening internal reforms and enhancing management efficiency are foundational to the annual business upgrade of any enterprise. Recently, FHS Group successfully conducted the fifth phase of its “Leader Transformation Plan”, with a focus on “Cross-Departmental Communication, Collaboration, and Conflict Management.”
As the celebrated educator and author Helen Keller once eloquently stated, “Alone we can do so little; together we can do so much.” The power of an individual is inherently limited, but through united efforts, effective communication, and close collaboration, an almost limitless synergy can be harnessed.
For this pivotal session, FHS Group engaged Dr. Jin, an educator with over two decades of practical enterprise management experience and a Ph.D. in education, to deliver an engaging and insightful lesson to its management team.
Key Communication Obstacles
What impedes cross-departmental collaboration? Dr. Jin initiated a “maze game” to uncover the “point of contradiction” in communication and set up a simulated scenario of cross-departmental communication. Participants were divided into groups, with one member giving instructions and another following these orders while blindfolded, holding a pen, and navigating through the maze in an accurate and swift way. Such an interactive and lively exercise deepened their understanding of the essential dynamics of team collaboration. Post-exercise, each group shared their experiences, challenges, and proposed solutions.
Dr. Jin then delved into compelling case studies, guiding participants to dissect each scenario. Starting with the three core components of communication—sender, receiver, and transmission channel—he progressively unveiled the invisible barriers in communication, akin to using a magnifying glass.
Throughout this exploration, Dr. Jin posed thought-provoking questions such as, “Was the sender’s message clear in this case?” “What might the receiver misinterpret?” “How can we refine the communication channel to minimize information distortion?” These questions fostered active thinking and enthusiastic participation. Insights and perspectives flowed freely, with participants drawing from personal experiences and proposing novel viewpoints that fueled the discussion.
Two Core Elements of Collaboration
Following the clarification of communication solutions, Dr. Jin expounded on the essence of collaboration, emphasizing the dual foundations of cooperation: feasibility and willingness. For true collaboration to thrive, team members must not only possess the capability to complete tasks but also genuinely desire to cooperate.
The “three-step cognitive reframing” technique facilitates a shift in perspective, guiding mindset changes and enhancing problem-solving abilities. Dr. Jin led managers in group discussions and role-playing exercises to deepen their understanding of their departmental values. Additionally, the PDP assessment tool was employed to identify personal and team strengths.
Dr. Jin introduced the concept of the “Trust Account,” a metaphor for the accumulation and depletion of trust in interpersonal relationships. He encouraged managers to be “diligent savers,” consistently engaging in positive behaviors to make “regular deposits” into the trust account, thereby solidifying and expanding the trust foundation, creating an unbreakable bridge of trust.
Finally, Dr. Jin imparted the “3F Listening Skills” and “Effective Praise” techniques. Through sincere, specific, positive, and timely expressions, we learned to appreciate others’ qualities, achievements, or behaviors genuinely. This not only builds a bridge of understanding and respect but also fosters mutual growth and progress.
Conclusion
With the successful completion of the fifth phase, the “Leader Transformation PLan” series is nearing its conclusion. Looking ahead, FHS Group remains committed to building a human resources management system aligned with the company’s business objectives and strategic goals, with the vision to become a respected global intelligent manufacturing enterprise. It will continue to explore pathways for talent development, adhering to goal-oriented, problem-oriented, and result-oriented approaches, enhancing management efficiency through optimized methods, systems, and mechanisms, driving high-quality development.
Based in East China,
Reaching Out Worldwide
FHS Group is based in East China, with a global layout. FHS Group has after-sales service outlets and partners in many countries and regions around the world, and has set up subsidiaries in the U.S.A., Germany and Hungary, and maintains after-sales team and partners in France, Spain, the Czech Republic, Romania, Mexico, Poland, Hungary, South Korea, India and other countries.
Leading in Intelligent Manufacturing
and Multi-Industry Development
Founded in 2010 and headquartered in Kunshan, Jiangsu Province, FHS Group is a global one-stop smart manufacturing solution provider. There are more than 2,000 employees, of which R&D team accounts for more than 60%. The business scope covers new energy, auto parts and life sciences and other intelligent manufacturing fields, providing intelligent, digital, flexible intelligent manufacturing production solutions and core equipment data services.
Continuous Management Optimization
for High-Quality Industry Development
FHS Group is committed to promoting digital, modular and lean management. We have a strong grasp of a number of core technologies, including control perception, laser processing technology and digital information technology. This allows us to consolidate our absolute competitive advantage as an enterprise. By continuously enhancing systematic management and optimizing our supply chain, project management, and talent development systems, we support rapid business growth. We are dedicated to breaking new ground in cutting-edge technologies and exploring innovative solutions in intelligent manufacturing, driving high-quality development across the industry.
