Chapter 24 Chapter 24 Downward Communication (4) - Dealing with complaints and complaints from subordinates

Any organization or group will inevitably have misunderstandings and contradictions in its long-term internal and external relations.Whether a modern enterprise manager can fully learn to use coordination and communication skills, eliminate misunderstandings and contradictions, gain understanding and support externally, and make the department a strong and united fighting unit internally has become a measure of the manager's success. one of the important criteria. In the traditional sense, conflict may be one of the important reasons that cause and lead to uneasiness, tension, discord, turbulence, chaos and even division and disintegration.As an excellent leader, one should know that the traditional view has its rationality, but it is obviously unrealistic to completely resolve the conflict, and it is also an incomplete understanding.

The book "Military Leadership" edited by the United States Military Academy at West Point explores the positive role of conflict in depth, noting that conflict between groups can provide incentives for change.When work is going well and there is no conflict between groups, the group may not engage in quality-enhancing self-analysis and evaluation, and as a result, the group may become stagnant and unable to realize its potential.Promoting growth and development through change, the existence of conflicts among groups will stimulate interest and curiosity in the work of the organization.This actually increases the diversity of viewpoints to complement each other, while increasing the sense of urgency.

There are two important figures in the history of General Motors.Due to their different views and approaches to conflicts and contradictions, they have brought different major influences on the development of General Motors.The first is William Durant, who generally uses the "one-man decision" approach when making major decisions.He likes those who agree with him, and will probably never forgive anyone who contradicts him in public.As a result, his operating committee, which consisted of plant managers, met no opposition to any of its decisions, but this "unanimity" lasted only four years.Four years later, General Motors had a crisis, and Durant had to leave the company.

Another man who had a major impact on GM was Alfred Sloan, by far the most prestigious leader of GM, known as the "organizational genius."He used to be Durant's assistant and later became Durant's successor.He's seen the mistakes Durant made, and he's almost fixed them.He believes that no one is always right and that one must seek advice from others before making a decision.He clarifies his views on specific issues as they arise, but he also encourages debate and differing views.This made him a great success. A lesson to be learned from this is how to view conflict and contradictions within the enterprise.To today's leaders, a business without conflict is a dead organization.As a leader, you must dare to face up to conflicts and contradictions, and it should become a fashion for leaders to hear the contention.

Akio Morita, known as the "Japanese Edison", further explained how leaders should face up to this conflict from his own personal experience.He believes that when most companies talk about "cooperation" or "consensus", it usually means burying personal opinions.At Sony Corporation, we encourage everyone to express their opinions openly.The more different opinions, the better, because the final conclusion must be brilliant.When Akio Morita was the vice president, there was a conflict with the then chairman Michiji Tajima.Because Morita insisted on his opinion and refused to make concessions, Tajima was very angry, and finally he said angrily: "Shengtian, you and I have the opposite opinion, and I don't want to stay in any company that acts according to your opinion, which makes us sometimes still Fight over these things."

Morita's answer was very straightforward: "Sir, if you and I have exactly the same opinion, we should not stay in the same company and receive two salaries. One of you and I should resign. Just because you and I have different opinions, the company made a mistake." The risk will be reduced.” For leaders, since conflicts and contradictions are inevitable and ubiquitous, they should not be avoided, obliterated or turned a blind eye, let alone be deceived by temporary "consistency", or even artificially create the phenomenon of "consistency".In short, any one person's cognitive ability is limited, and one person's opinion cannot always be correct.Having conflicts and contradictions may be the best solution to make up for this deficiency.As long as the coordination is reasonable and the communication is timely, conflict will pave the way for your success.

In life and work, leaders cannot think the same way.In the working space of leaders who promote new strategies and introduce new methods and technologies, it is inevitable that various inconsistencies will turn into heated debates or conflicts. It is impossible for leaders to "meet smiling faces every day", so it is impossible to "meet smiling faces every day". In a good mood". In the daily work of leaders, they often face differences of opinion and often encounter people who think differently from themselves.People who have differences and objections are nothing more than differences in the choice of direction and understanding of interests.Although differences and even confrontation can strain relationships, the golden rule can help here.That is, how you want others to treat you who disagree with you, you should treat others who disagree with you.

In this regard, when you disagree with other people's views and opinions, or with those who disagree or even oppose you, it is not the best policy to stand up and argue with him.In our daily life, we often see that even those innocuous things will lead to tit-for-tat fierce scenes if they are more serious.In an argument, both sides try to overwhelm the other, but this does not solve any problems, on the contrary, it hurts each other's peace, and seriously damages the relationship between each other. When confronted with someone who disagrees with us, a natural psychological response is to try to win the other party through an argument.The reason for this reaction is that in the face of such different opinions, I feel threatened and hurt, and even my dignity is offended.We become agitated, loud, aggressive, aggressive, bitter.If this emotional reaction is thrown at the opponent and the opponent retaliates, a fierce battle is inevitable.If you don't want to see this kind of intense scene full of gunpowder, it's better not to provoke an unusual argument.

When trying to persuade those who disagree with you, treat them not as opponents or enemies, but as equal partners; Something I couldn't understand. Those who do not consider the interests of the other party and blindly engage in arguments will be controlled by a kind of restlessness, and they will have an extreme mentality of living past today and not caring about tomorrow.But tomorrow always comes, so what then? Persuasion, or real persuasion, is to form the inner obedience effect of the persuaded.It differs from the threat of power in that the persuader thinks he is equal to the person being persuaded, and the person being persuaded has a certain point of view, opinion, attitude and the freedom to adopt a certain behavior.Different from the confirmed obedience formed by exchange and charm, in the process of forming internal obedience, the persuader may not have any charm or interest attraction at all, and the reason why the persuaded obey is not because of the persuader. The information provided by the persuader has real value, and it can modify or change the way of perception, understanding and interpretation of the persuaded, so that the internalized obedient can finally adopt a new way of responding and behaving to the things around him.

As a leader, when you want to persuade others, you must first accurately grasp the psychology of the person being persuaded, because the situation of the person being persuaded is contradictory. If he does not obey or agree with you, he will conflict with you; But if he obeys you and agrees with you, he will have conflicts with himself.In the process of being persuaded, people's psychological contradictions have the following manifestations: Even when people have a trusting relationship with each other, it is inevitable that they will have doubts when they feel that they are being persuaded by each other.

In particular, some people themselves have the problem of being suspicious, and this situation will be even more serious.Trust means keeping promises, keeping secrets, and respecting each other's personality. However, in specific situations, people's beliefs may be shaken, and suspicion will arise spontaneously. Dr. Robert Kelly of Carnegie-Mellon University in the United States conducted a survey on the work of 400 managers in the United States in 1989.It was found that two-thirds of the companies led by these managers felt that their managers could not provide them with "a clear understanding of the company's concept, and a clear explanation of its mission and goals."If employees cannot understand the meaning of their work through certain information, their work will not have higher performance.What's more serious is that if the leader does not provide information and explain why, people will explain themselves. As a result, the leader cannot control public opinion, and if it is not done well, it will ruin the leader's career. That is, alertness.This refers to a mental state of not exposing, vigilantly paying attention to every word and deed of others, and trying to shirk responsibility for words and actions. The behavioral skills of talking effectively can heal defensiveness.If you can create a simultaneous conversation, encourage the other party to express his views more, and promote his self-disclosure, you can prescribe the right medicine and find a breakthrough.In addition, express yourself openly and give more positive feedback to show that you and the other party have more similarities than differences. This can shorten the psychological distance, which is conducive to promoting the understanding of the other party and forming a consistent evaluation. People have the instinct to protect their own spiritual and personality integrity. Even if you do not have the motivation to control the other party, when the other party makes changes in the face of requests, they will feel uneasy because this may affect their own personality integrity. At the same time, when he faces the contradiction between accepting you and rejecting other people's choices, accepting you means a change in his attitude and behavior, and he needs to adjust his relationship with other people. Bear considerable mental pressure.The mental pressure on the persuaded will affect the efficiency and effectiveness of the persuasion, so they can hide or hide, if they can't hide, they will not comment. When it comes to some persuasion that is a major issue for the persuaded, the other party's avoidance is inevitable.Therefore, the persuader is required: first, be patient.Liu Bei visited the thatched cottage three times before he persuaded Zhuge Liang to come out to help him, because for Zhuge Liang, this was a moment of major choice in life, and he had to be cautious.Second, "information injection" must be carried out strategically during the conversation. Don't finish talking at once, but leave room for the other party.Third, let the other party realize the existence and source of his unease and pressure, have a conversation about it, and resolve them one by one, and imagine and explain the reasons for his change for the other party.A more prudent approach is to entrust a third party to persuade.And when there is nothing to do, it is also a way to attack the "spiritual leader" and stakeholders behind the opponent.However, this approach should be constrained by a moral standard. When subordinates start to complain, dissatisfaction, or friction of interests, as a leader, they should pay full attention.First you have to find out why.If the subordinates complain about the salary system, it may be because the salary is generally low in the same industry or the salary of some positions is not reasonable.If the leader wants to find out the reasons for the complaints of his subordinates, it is best to listen to their opinions.Listening not only shows respect for subordinates, but also the best way to discover the reasons for complaints.Complaints from subordinates should be answered positively and clearly, and must not be oblique or vague. When dealing with complaints from subordinates, a formal resolution should be formed and announced to subordinates.When announcing, pay attention to carefully explaining the reasons for doing so in a detailed, reasonable and reasonable manner, and there should be corresponding measures to appease subordinates, take improvement actions, do not delay, and do not allow subordinates to complain more and more.If the final ruling is made by the top leadership, then of course you should fully support it, regardless of whether the ruling satisfactorily solves the problem. When addressing complaints from subordinates, leaders have an "open door" policy, declaring that their door is open at any time, and subordinates with various complaints are welcome to complain directly to them, and they will try their best to solve them.Some people think that this will not play any role, but this method can make subordinates realize that the leader attaches great importance to the interests of employees anytime and anywhere. As a leader, being good at listening to complaints from subordinates is a responsibility and one of the criteria for assessing the overall quality of leadership. In the face of complaints from subordinates, you must not take them lightly and ignore them.Subordinates will not resign in anger because they complain, but they will resign when their complaints are not heard or considered.Because they feel that their personality has been insulted and they feel unacceptable.If you want your people to be happy and enthusiastic about their work, you should take the time to listen to them.Spending more time listening to your employees will do you no harm. It would be a big mistake to think that expressing dissatisfaction with something indicates that this person has a deep resentment toward the business, management, or even you personally.A complaint is a complaint made when a leader treats a subordinate inappropriately.In fact, it is the complaints and dissatisfaction that can make you realize that there may be other people in the enterprise who are silently suffering and complaining about the same problems.In this case, productivity can be severely affected.Your employees often complain about wages, working conditions, relationships with colleagues, and relationships with other departments.In the face of employee complaints, you must deal with them carefully, and you cannot ignore them or deal with them rashly. You have to put yourself in your shoes, change roles and think about why things happen, try to consider the reasons for the problems, and avoid intensifying conflicts caused by hasty actions.You should make a gesture: open the door to complaints from subordinates.Even if you don't have time, make an appointment for them to talk.Don't immediately refute subordinates' complaints, let them complain first.If the object of the complaint involves someone else, you must also listen to the other side in order to resolve the issue fairly.If you intend to fix the problem, take action now.If you are not going to take any action, tell the complainer why. You need patience and self-control when dealing with complaints from subordinates.Especially when the complaints of subordinates involve you and make you feel very embarrassed, you need to have great patience and self-control.Not all complaints from subordinates can be satisfactorily resolved, because some may violate the company's policies, or even some wrong and unreasonable complaints.However, you can't ignore these complaints, you have to listen to their complaints carefully, and then make a statement.The complainer seems to want you to do something, when in fact they will be content if you give them an understanding ear.Also, you should explain why the complaint cannot be fully resolved. You should allow subordinates to leapfrog to higher leadership.Because some complaints may involve higher management. Of course, you can also report to your superiors, and you will be the bridge for your subordinates to complain to their superiors.Before your subordinates complain to the higher leadership, you should also explain the situation to your superiors, explain the content concisely and then let your superiors handle it, and you don't have to intervene. When dealing with complaints from subordinates, it is necessary to analyze and treat specific situations in detail.You also have to believe in the loyalty of your subordinates. In a unit or department, it is common for subordinates to have different interests and views on a certain task or a certain issue.Sometimes even the two sides will be at loggerheads, blushing, and get very tense.At this time, the leader needs to come forward to mediate and be the "peacemaker" between the two parties. Some estimates say that leaders spend about 20 percent of their time dealing with conflict, but that doesn't prove leadership incompetence or failure.Conflicts are inherent and unavoidable in interpersonal relationships, and must be properly dealt with in order to form an atmosphere of "human harmony". Leaders should use the skills of mediating disputes and handling conflicts to coordinate the differences in understanding and conflicting interests of all parties.So how to deal with disputes, conflicts and disagreements? There is no ready-made formula to follow.However, whether a leader can successfully deal with conflict mainly depends on three factors: first, the leader's ability to judge and understand the causes of conflict; second, the leader's ability to control emotions and attitudes towards conflict; third, the leader's choice of appropriate The ability to behave in ways that handle conflict.To resolve conflicts and ensure "human harmony", the method of "mutual humility" can generally be adopted. The coordination method of "mutual humility" is to force the disputing parties to make a concession and reach a mutually acceptable agreement.This is the most common way to mediate disputes and resolve conflicts.The key to this solution is to find the appropriate point for coordinating both parties.Regardless of mediating political disputes or resolving conflicts in daily work and life, if the two parties are to unite and act together, they should not adopt the approach of favoring one party and suppressing the other, but should use the "mutual humility" method to solve problems. This means that the conditions for resolving conflicts are immature, and it is necessary to maintain the status quo and wait for an opportunity to be resolved; or after a period of accumulation, work or life itself is gradually adjusted.Adopt the method of "accepting time", let people gradually abandon old prejudices and adapt to new ideas and new facts after a period of time. This approach to conflict resolution is very sensible.Because the change of a person's concept and position often requires a process of experience.If you adopt an imposing approach, it will often intensify conflicts, deepen estrangement, hurt people's feelings, and produce adverse consequences.And "accepting time" can make conflict resolution more natural and smooth. For example, when someone disagrees with the organization's resolutions, the organization allows them to "reserve their opinions" instead of abusing organizational means to force them to change their views.Of course, the premise is that the decision must be implemented in action.The so-called "allowing reservations" is the method of "accepting time". Under certain conditions, some unprincipled disputes should be dealt with in an ambiguous way, or in order to resolve certain conflicts, some necessary cooperation, compromise or concessions and compromises can be made. For example, encourage the two parties in the conflict to combine their interests so that the requirements of both parties are fully satisfied; or seek a compromise solution between the requirements of the conflicting parties so that both parties can be partially satisfied; or drive one party to give up One's own point of view and interests to meet the requirements of the other party; or encourage the conflicting parties to resolve their differences by hinting or regardless, etc.If both parties are engaged in factional struggles and disputes for the self-interest of their respective small groups, which is completely against the interests of the whole, then when resolving such disputes, there is no need to distinguish who is right, and in fact it is impossible to distinguish who is who. If it is not, it can be dealt with by hitting 50 big boards each. Another example is that the handling of certain disturbances is not correct from the perspective of the disturbance itself, but in order to benefit the stability of the overall situation, after clarifying the reasons, some compromises can be made to their demands without compromising the general principles, so as to ease the tension. contradiction.Although this way of handling disputes seems simple and a bit indiscriminate, it is still a way to resolve conflicts. When a conflict arises between the two parties, everyone should be given the opportunity to vent their anger and not allow the anger to build up.This can reduce the tension of the conflict and open the door to conflict resolution.The "Health Management Office" established by some organizations and units in Japan adopts this method. For example, if two people quarrel and have a dispute, they can be sent to the "Health Management Office" to organize both parties to receive health management education.The first room, as soon as you enter, there is a floor-to-ceiling mirror opposite, and two people stand and look in the mirror.When the two parties were quarreling, they couldn't feel the change in their appearance, they blushed and their necks were thick, and they were very excited. When they looked in the mirror, their prestige immediately stopped, and they reminded themselves that they felt that they were a little out of control today.Then go to the second room, which is a row of distorting mirrors. Both parties look in the mirrors one by one. Through these mirrors, both parties are inspired to treat themselves and others correctly, and not to think of themselves as tall and others as small as the distorting mirrors.Then go forward again and enter the bouncy ball room.There is a hook on the floor and a hook on the roof, and a ball is tightly pulled by a rubber strip in the middle, hanging as high as a person.Ask each person to hit three times hard, and due to the elastic force, the ball bounces back and hits his own forehead, in order to inspire both parties to understand the relationship between people, which is the same as the principle of action and reaction.When you hurt others, others will hurt you.Going further down is the arrogant statue room, which is a very arrogant straw man made of straw.Three lashes with the stick each give both parties an outlet and inspire them to deny the arrogance.Going further down, there are many photos hanging on both sides of the corridor. One side shows how young people should live and learn, how to treat others correctly, respect masters and elders; the other side shows the darkness of Japanese society such as young people fooling around in bars and fighting noodle.Comparing the two sides, it inspires young people to treat life correctly.In the end, the two sides exchanged views and expressed their views on each other, and the problem was resolved. This method is also used in some units in China. A certain factory set up an "exit chamber". In front of the door of the "exhaust room" is written the following words: "Comrade master, you are welcome. Do you have any concerns? Please speak out; if you have any good suggestions, please don't keep them." The main leaders of the factory take turns to be on duty to receive .It's a good thing to say, the employees who went in with a stomach full of anger came out unexpectedly light.In the past two years, employees have visited thousands of times, and each case has been registered and settled.People believe that the economic benefits of this factory are getting better and better, and the "venting chamber" also has a part to play. It is not easy to withstand the anger of others, especially when the anger is directed at yourself.In reality, there are such leaders who use officials to oppress others and use power to bully others.Are you angry?I'm sorry, not only did he not vent his anger on you, but instead he opened his mouth and scolded you, adding fuel to the flames. As a result, the conflicts were intensified, and even vicious accidents were induced, causing big troubles.Therefore, leaders must be magnanimous on this point and be able to endure "unbearable" things.If the leader himself is also a party to the conflict, he must strictly restrain himself, be "high-profile", and not just defend himself. When emphasizing the status and role of their own work, the leaders of various departments should not belittle but also affirm the status and role of other departments. Work cooperation and support should not be just a one-way pursuit, but a two-way giving, and it should be used to replace the self-enclosed state of "the sound of chickens and dogs is heard, and the old and the dead do not communicate with each other", and "everyone sweeps the snow before the door". , regardless of the frost on others' narrow approach. Mutual support among the leaders of various departments is the prerequisite for the successful completion of organizational tasks. When a certain department encounters difficulties and resistance, it is a kind of support to take the initiative to solve problems and provide help in terms of personnel, property and property; when a certain department has made achievements or has problems, it is a kind of support to give enthusiastic encouragement or sincere criticism It is also a kind of support; when a certain department has conflicts with other departments, instead of ignoring them, they come forward to mediate to help eliminate misunderstandings and resolve conflicts, which is even more a kind of support. Mutual support among various departments is an important principle for avoiding conflicts, eliminating contradictions and getting along with each other in a friendly manner. Since each department is in a different position and has different functions in the organizational system, the departments not only have common interests and goals, but also have their own different interests and goals, so there must be competition. The poor status and poor functions of various departments in the organization not only reflect the corresponding rights and obligations, but also reflect the corresponding responsibilities and contributions. This is the objective basis for the competition among various departments of the organization system in the process of collaboration.Within the organization, competition is the most active factor and force, which has the function of continuously changing the organizational system.This function can not only bring about progressive changes in the organizational system, so that the role of the organization can be brought into full play, but also can cause destructive changes in the organizational system, resulting in instability of the organizational system, resulting in structural internal friction and functional internal friction. Reasonable competition requires the formation of a normal competitive relationship between departments, to maximize enthusiasm and creativity, and strive to achieve the overall goal of the organizational system. In reasonable competition, we are opposed to blocking information, dismantling each other, and creating conflicts, and we are also opposed to being satisfied with the status quo, not thinking about making progress, and muddling along.What should be opposed in particular is the kind of unscrupulous and intriguing competition and competition. When conflicts arise between departments of the organizational system, if the scope involved is small, a "negotiation solution" can be adopted.That is, conflicts are resolved through consultation between conflicting departments. During the negotiation, both parties should put the problem on the table, be open and honest, put forward their respective views, clarify their opinions, clarify the conflict factors, and jointly find a solution.If the conflict involves a large area, the "arbitration solution" can be adopted, that is, a third party mediates and conducts arbitration to resolve the conflict.This is the method used when the conflict cannot be resolved after coordination among departments.Here it is required that the arbitrator must have certain authority, preferably trusted by both parties to the conflict, or recognized by society and law, otherwise the arbitration may be invalid. However, no matter which method is used to solve the problem, the leader must maintain fairness and integrity in the process, and be as impartial as a scale. Stone, the former president of General Electric, worked hard to cultivate a corporate culture of "big family affection" among all employees.The leaders and employees of the company must practice the unique culture of the company and love the factory like home.From the top leader of the company to the leaders at all levels, the "open door" policy is implemented. The employees of the factory are welcome to enter their offices at any time to report the situation, and the letters and visits of the employees can be handled responsibly and properly. The company's top leaders and all employees hold lively "free discussions" at least once a year.General Electric is like a harmonious and progressive "big family". People from top to bottom are called by their first names, regardless of superiority or inferiority. They respect and trust each other, and the relationship between people is harmonious and cordial. When Burnett, a mechanical engineer at General Electric, was receiving his salary, he discovered that he was thirty dollars short.This is the overtime pay he deserves for one overtime.To this end, he found his immediate boss, but the boss was helpless.So he wrote to the company's president, Stone, "We always encounter headaches about compensation. This has disappointed a large number of outstanding talents." Stone immediately instructed the top management to handle the matter properly. Three days later, they backpaid Burnett, and things seemed to be over, but they made a big fuss about the small incident of backpaying the workers.The first is to apologize to Burnett; the second is to understand the problem of lower treatment for those "excellent talents" driven by this incident, adjust the wage policy, and increase the overtime pay of mechanical engineers; third, to the famous The "Wall Street Journal" disclosed the whole process of this incident, which caused quite a stir in the American business circle. Small things, but can reflect GE's "big family concept", reflecting the full trust between employees and the company. The construction of organizational atmosphere is a very difficult project in the world. Don't simply understand it as "the supervisor invites the employees to eat, and the employees take the initiative to build relationships with the supervisor".It requires supervisors and employees to build on a foundation of natural integrity.A sufficient time course, tempered by fire, a trek on a rough road, and "forging" in a high-pressure competitive environment. On the basis of integrating internal and external knowledge and experience of the organization, under the joint action of external forces, a common and beautiful vision is formed, a concise and effective organizational structure, process standardization system, natural communication and learning habits, fair assessment and incentive measures, and a strong team organization. The charisma and cohesion, leaders and members are willing to sacrifice personal interests for the team, and each member is proud of being a member of the organization.Only such a team has strong vitality and explosive power. Communication is two-way and multi-faceted. It should be strengthened mainly in terms of goals, thoughts, feelings and information, so as to reach consensus.This is an important basis for coordinating the relationship between leaders of various departments. Emphasize the overall goal, make them realize the importance of each department and individual's contribution to the overall goal, as well as the necessity of mutual cooperation and coordination, and strive to link departmental interests with common goals, thereby enhancing their respective concerns about organizational goals sense and reduce unnecessary conflicts between departments. To achieve communication and consensus on specific goals.The leaders of various departments should understand and pay attention to each other in the establishment of goals; they should support and promote each other in the implementation of goals; they should adjust and adapt to each other in the conflict of goals; Summarize. The leaders of various departments should avoid considering issues purely based on the gains and losses of their own departments, but should consider issues from the perspective of the interrelationship of the interests of various departments, that is, the overall situation, including putting themselves in the shoes of other departments and reaching mutually acceptable opinions to prevent One-sidedness in thinking and understanding.The leaders of various departments are also different from each other in terms of ideas, methods of thinking, and ways of thinking.The resulting contention and differences in viewpoints can be communicated and enlightened on an equal basis, and the gap in understanding can be narrowed to achieve unity.For misunderstandings and estrangements caused by working relationships, the leaders of various departments should be strict with themselves, be lenient to others, and make more self-criticism when necessary to seek understanding. Emotional contact and deepening are very important for department leaders.Because it is hard to imagine that there can be harmony at work between department leaders without any emotional communication.In order to increase emotional communication, in addition to the identification of the target, the relationship can also be continuously deepened through work exchanges, visits, cultural and sports activities, public relations activities, etc., so as to create an emotional environment for harmonious working together. Communication is also the process of conveying and exchanging intelligence information.The reasons for the contradictions and gaps between departments can be found in information communication.Generally speaking, any department that lacks communication will inevitably have poor information transmission, which can easily cause ignorance, incomprehension and incoordination between departments, and even cause some conflicts, which will affect both work and unity; Departments must have smooth information, and it is often easy to win the favor of the other party, gain trust, and form a good relationship between departments.