At the VDI Recruiting Day in Nuremberg, Matthias Berghoff combines theory and practice and gives simple tips that everyone can immediately implement in their individual project and work environment. On the basis of concrete experiences of recent years, he also addresses newer forms of interaction and sensitizes the audience to the handling of digital communication. Our work environment is changing. Our communication with it. What do I have to consider when I suddenly work on a project with different characters from different disciplines? When does a team work productively? And what signals do I have to counteract?
With all these questions, the first thing that matters is sensitivity and the knowledge that the perception and understanding of messages is influenced by many different factors. Pure information is only one factor and rarely the essential one. Depending on role, body language or context, one and the same message can lead to completely different perception and correspondingly different reactions. It is important here to reflect one's own identity as well as that of the conversational partner and his or her motivation. Those who take this into account are well prepared. Using simple methods, common communication paradigms can then be established for work in complex teams. Independent of group heterogeneity and centralized or decentralized working methods using digital communication tools.
A common communicative basis and the resulting mutual understanding lead to identification within the group, which in turn is largely responsible for the productivity of a team. It not only increases motivation, it also increases resistance to setbacks. Differences are also clarified on a factual and not on a personal level.
In short: Good communication = good team = good results.
At the VDI Recruiting Day in Nuremberg, Matthias Berghoff combines theory and practice and gives simple tips that everyone can immediately implement in their individual project and work environment. On the basis of concrete experiences of recent years, he also addresses newer forms of interaction and sensitizes the audience to the handling of digital communication. Our work environment is changing. Our communication with it. What do I have to consider when I suddenly work on a project with different characters from different disciplines? When does a team work productively? And what signals do I have to counteract?
With all these questions, the first thing that matters is sensitivity and the knowledge that the perception and understanding of messages is influenced by many different factors. Pure information is only one factor and rarely the essential one. Depending on role, body language or context, one and the same message can lead to completely different perception and correspondingly different reactions. It is important here to reflect one's own identity as well as that of the conversational partner and his or her motivation. Those who take this into account are well prepared. Using simple methods, common communication paradigms can then be established for work in complex teams. Independent of group heterogeneity and centralized or decentralized working methods using digital communication tools.
A common communicative basis and the resulting mutual understanding lead to identification within the group, which in turn is largely responsible for the productivity of a team. It not only increases motivation, it also increases resistance to setbacks. Differences are also clarified on a factual and not on a personal level.
In short: Good communication = good team = good results.