United Nations Simulation: Cross departmental Communication & Collaboration

联合国沙盘：跨部门沟通与合作



Elected political leaders represent their respective countries. Every leader must fulfill commitments made to their constituents by all possible means. They have to deliver promises amid intrigue, conspiracy, dynamics and political games. Each participant team must attend to demands of their own "constituents" and neighboring nations, and negotiate with other "countries" that suffer cultural gaps, low trust and poor communication to achieve shared goals. Alliances will be formed, dissolved and restructured. Before the end of each leader's five‑year term, all nations must build a genuine coalition.

经由选举产生的政治领导者代表着每一个国家，每一位领导者必须完成他们对该国选民的承诺，不管手段如何。所以必须在充满诽谤、密谋、乐趣和政治局势中达成承诺，每组学员必须抓紧他们选民和邻国的需求，同时艰难地和其它有文化隔阂、缺乏信任及不良沟通的国家斡旋达成共同目标。过程中联盟会形成、终止和重组，但在每位政治领导者五年任期结束之前，所有国家必须形成真正的国家联盟。

Achieving corporate overall objectives is the purpose of business operation. A common pain point is: after corporate goals are decomposed into departmental KPIs, departments tend to focus only on local targets while neglecting company‑wide outcomes. Siloed department focus often results in resource duplication, communication barriers, conflicts and low inter‑department trust. Therefore, enabling employees to prioritize corporate overall goals, conduct effective cross‑department communication and build mutual trust lays the cornerstone of organizational competitiveness.

达成公司整体目标是企业经营的目的，然而常遇到的困难是当公司目标展开到部门目标后，各部门通常只是专注于部门目标而忽略了整体目标的达成。当各部门专注于自己的目标时，常造成企业资源的重叠与部门间沟通的障碍或冲突，及让部门间信任感低落。因此如何让企业成员能够以公司整体目标为专注焦点并愿意与各部门做良好沟通并提升信任感，才能奠定企业竞争力的基石。

1. Foster a shared team vision | 促进一个共同的团队愿景

2. Shift mindset from "I" to "We" — realize mutual interdependence among all stakeholders | 从 "我" 转变为 "我们" 的角度看待问题 —— 每个人都是相互依存的

3. Improve collaboration & communication, focus on shared objectives and sustainable long‑term performance | 协作和交流，关注共同目标 —— 关注可持续的长期绩效 | 

4. Build trust‑driven environment to boost work efficiency — authenticity at work | 创造信任的环境使我们的工作更有效率 —— 示人以真 | 

5. Transform communication & influencing approaches — Position Power vs Personal Authority | 有效的沟通和影响他人方式的转变 —— 权位 VS 权威

6. Apply coaching communication tool — the 3F Listening Model | 教练式的沟通工具 ——3F 聆听模型的应用

1. Staff aiming to strengthen organizational cohesion & sense of belonging | 期望加强组织凝聚力和归属感的人员

2. Managers who want to improve cross‑department communication and collaboration | 期望提高跨部门沟通合作能力的管理者

3. Managers who intend to upgrade management competencies and personal influence | 期望提升管理技能增进影响能力的管理者

Module 1: United Nations Simulation | 模块一：联合国沙盘模拟

Module 2: Simulation Debrief & Discussion | 模块二：沙盘复盘讨论

1.  Discussion: What factors prevented better performance in the simulation? | 讨论：阻碍我们更有效的完成沙盘的因素有哪些？

2. Two core capabilities & six key factors affecting organizational communication & collaboration | 影响组织沟通与协同的两大能力和六大要素

Module 3: Factors Influencing Internal Communication & Collaboration | 模块三：影响组织内部沟通协同的因素

1. Goal Orientation — What do we really want to achieve? | 目标导向 —— 我们真正要达成什么？

• Task‑orientation vs Goal‑orientation | 任务导向和目标导向
• Cultivate outcome‑oriented thinking | 培养目的思维意识
• Focus on top‑priority goals | 聚焦最重要目标

Key takeaway 1: Organizational goals override departmental goals | 学习要点 1：组织目标大于部门目标

2. Information Sharing — Do others know what I am working on? | 信息传递 —— 让别人知道我在忙些什么吗？

• Break information silos | 打破信息的结界
• Understand work realities of peer departments | 探索隔壁平行世界
• Timely information synchronization; do not hold back updates | 信息同步别憋大招
• Speak up timely when risks or troubles occur | 出事了及时喊救命

Key takeaway 2: Understand work priorities of other departments | 学习要点 2：了解其他部门工作表

Module 4: Influence without Authority in Cross‑department Scenarios | 模块四：跨部门中的非职权影响力

1.  Position Power VS Personal Power | 职位权力 VS 个人权力

2. True influence comes from understanding others | 影响他人真正的力量来自于理解他人

3. Are you empathetic? | 你是一个善解人意的人吗？

• Exercise1: What do people really mean in their words? | 练习一：人们说话到底意味着什么？
• Scenario Exercise2: Understand subordinates | 情景练习二：理解下属
• Scenario Exercise3: Understand peers | 情景练习三：理解朋友

4. ART Empathy Model | ART 理解他人的模型

• Accept | Accept 接纳 
• Reflect | Reflect 反应
• Test | Test 求证

Module 5: Key for Difficult Conversations — 3F Listening Model | 模块五：高难度对话的钥匙‑3F 模型

1. Three phases of listening | 聆听的三个阶段

2. Fact - Clarify facts | Fact—— 澄清事实

• Five features of objective facts | 事实的五个特征
• Practice exercise: Fact or Judgment? | 练习题：事实还是判断？

Case example: The "Sock Incident" | 举例讲解：一双袜子的惨案

3. Feel - Capture emotions | Feel-捕捉感受 

• Emotion management: Make others feel your acknowledgement of their feelings | Feel 管理：我希望能感受到你感受到了我的感受
• Mutual respect: prerequisite for constructive dialogue | 相互尊重：对话持续的因素
• Address emotions before solving problems | 先解决情绪再处理问题

4. Focus — Focus on positive intention | Focus—— 聚焦意图

• Identify positive intentions behind different strategies | 识别策略背后正面积极的意图
• Actively seek common ground & shared goals | 积极寻找共同的目标

Key takeaway 4: Practical exercise of 3F Listening Model | 学习要点 4：3F 模型的应用练习

Course summary, debriefing, learning suggestions & action‑planning | 课程总结和复盘，建议学习及行动计划