心理劇工作坊對企業主管層級溝通影響之研究

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Title:	心理劇工作坊對企業主管層級溝通影響之研究
Other Titles:	The effects study of psychodrama workshop on the communication of corporation managers
Authors:	楊靜芬;Yang, Ching-fen
Contributors:	淡江大學教育心理與諮商研究所碩士班柯志恩;Ko, Chih-en
Keywords:	主管溝通;心理劇;社會計量問題;managerial communication;psychodrama;sociometric question
Date:	2008
Issue Date:	2010-01-11 00:08:42 (UTC+8)
Abstract:	本研究旨在透過深入訪談與社會計量問題紀錄，探討兩天心理劇團體經驗對企業主管層級溝通與其溝通關係所產生的影響。本研究為個案研究，以一企業內九位中、高階主管為研究對象；從深入訪談所蒐集的資料中，分析企業主管層級溝通現狀的溝通議題分別為：一、主管團隊的溝通議題；二、與總經理角色功能相關的議題；三、平行溝通衝突的議題；四、主任授權與需求相關的議題。研究者進一步從主管溝通議題中，歸結出五項心理劇工作坊可以介入的主要目標為：一、促進主管凝聚力；二、調整總經理的溝通角色；三、處理組織內『部門經理的衝突』；四、處理組織內的「陌生的同事關係」；五、赋權(empower)主任級主管。本研究發現，心理劇工作坊對企業主管層級溝通之影響為：一、主管團隊更了解彼此，溝通彈性增加，可「異中求同」。二、總經理鼓勵主管直接溝通、「自我監控」採行對組織發展有利的溝通方式。三、部門經理嘗試改變彼此的溝通方式，但發覺很難持續其改變行為。四、兩專案經理間保持適當距離，專案經理A與其他主管重新建立起信任與溝通關係。五、總經理主動找機會與主任面對面溝通；經理給予主任表達意見的機會、主任更有參與行動力。從九位主管參與心理劇團體前、後，分別記錄的社會計量問題比較中，呈現主管溝通容易程度的改變量，為本研究心理劇工作坊對主管溝通關係影響的另一指標。歸結本研究之結論有以下幾點，一、心理劇介入後，對主管層級溝通與溝通關係的影響為：主管團隊更了解彼此、可以「異中求同」；儘管「經理平行溝通衝突」仍然存在，但對工作的影響變小；二、領導者的溝通角色產生本質上的改變，從「潤滑劑與傳聲筒」轉變成「有知覺的自我監控」；三、共同參與團體工作，可增加主管對彼此的了解；四、會心技巧對解決主管溝通衝突的效益有限；五、總經理參與工作坊，有助於主管溝通的促進與維持；六、工作坊中，主管「自我揭露」議的討論與發現；七、企業內實施心理劇的討論。最後，本研究並對心理劇工作坊在企業內實施提出可行之建議。 The purpose of this study is to look into the effects of a two-day psychodrama workshop on the communication and communicative relations of corporate managers, methodology used in this study being in-depth interviews and sociometric question records. Nine middle and top level managers of one corporation are interviewed in this case study. From interviews with these managers, four communication issues related to their present communication in the workplace are concluded: 1.Issues of Integral management team, 2.Issues related to the CEO role, 3.Conflicts of parallel communication among managers, 4.Issues concerning the authority of director and its respective needs. From the above communication issues, the author concludes five goals in terms of how psychodrama workshop could intervene: 1.To increase bonding among managers, 2.To adjust the communicative role of the CEO, 3.To deal with “conflicts between department managers” within the corporation, 4.To deal with “unfamiliar collegial relations” within the corporation, 5.To empower directors. The study found that the effects of psychodrama workshop on the communication of corporation managers are: 1.The management team achieves better mutual understanding, which increases the communication flexibility, “finding sameness in differences”. 2.The CEO encourages direct communication among managers, employ “self-monitoring” to have a communication style that is favorite to the development of the corporation. 3.Department managers try to change communication style, but find it difficult to sustain the changed behavior. 4.Two project managers keep a proper distance. Project manager A re-establishes trust and communicative relation with other managers. 5.CEO takes the initiative for a face-to-face communication with directors. Managers let directors express their opinions. Directors become more proactive. Another index of this study is the change amount of the communicability of the managers under the effects of psychodrama, concluded from the results comparison of the sociometric question of the nine managers before and after participating the psychodrama workshop. Conclusions of this study are: 1.After the intervention of psychodrama, the effects of psychodrama on managers’ communication and communicative relation are: the management team’s mutual understanding improves, managers “find sameness in differences”. Though there are still parallel communication conflicts among managers, the influence on work decreases. 2.There is a fundamental change in the communicative role of the CEO, form that of “lubricator and transmitter” to that of “consciously self-monitoring.” 3.Participating in group work together helps with the mutual understanding among managers. 4.Encounter techniques have only limited effects on solving communication conflicts. 5.CEO’s participating in the workshop helps improve and maintain managers’ communication. 6.The discussion and discovery of the issue concerning managers’ self-disclosure in the workshop. 7.To conduct discussions on psychodrama within the corporation. Finally, feasible suggestions are made for holding psychodrama workshops within corporations.
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