The Effects Study of Psychodrama Workshop on the Communication of Corporation Managers

• Main Authors: Ching-Fen Yang, 楊靜芬
• Other Authors: 柯志恩
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/17167806041534858486

碩士 === 淡江大學 === 教育心理與諮商研究所碩士班 === 96 === 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.