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????3.對其他思維方式持開放態(tài)度。你對別人的邏輯、數(shù)據(jù)和觀點的態(tài)度越開放，你就越能夠從他們工作所見和經(jīng)歷中獲益。這樣，等到你發(fā)表意見時，別人也會更愿意傾聽。

????古斯滕建議說，實際操作過程中，可以將團隊所有人集合起來，開誠布公地談一次，討論你希望達到的目標(biāo)以及他們?yōu)槭裁磳ν瓿晒ぷ餍拇骖檻]?！皩⒛懵牭降乃欣щy列成表，并改成疑問句，”古斯滕建議道。例如，可以提這樣的問題：“如果我們依靠的部門總是不能按時交差的話，我們部門到底應(yīng)該如何在時間更緊迫的情況下完成任務(wù)呢？”

????然后，讓所有人根據(jù)自己的經(jīng)驗補充更多問題?！跋Ｍ@些問題能把困難談清楚，以便能著手開始解決它們，”古斯滕說?！澳憧赡芤呀?jīng)知道其中一部分問題的答案，也可能不知道，但要拿出‘我的確需要你們的幫助來解決問題’的態(tài)度，鼓勵人們集體討論提出方案，這樣做有助化解敵對情緒——你自己也可能會從中學(xué)到很多東西?！辈环烈辉?。

????反饋：如果你嘗試過改變一個單位內(nèi)的工作方式，你當(dāng)時如何調(diào)動人員積極性，讓他們愿意與你共進退？歡迎留言評論。（財富中文網(wǎng)）

????譯者：郭延航

????3. Open your mind to other ways of thinking.The more you are open to hearing other people's logic, data, and ideas, and the more you take an interest in how they see and experience the work they're doing, the more readily they'll listen when it's your turn to talk.

????In practical terms, Goulston suggests getting your whole team together for a no-holds-barred discussion of what you're trying to achieve and why they have reservations about how (or whether) they can pull it off. "Make a list of the objections you've heard so far, framed as questions," Goulston suggests. One might be, for example, "How can we meet tighter deadlines when we're depending on other departments that don't always deliver on time?"

????Then ask everyone to add more questions of their own. "You want questions that bring the issues out into the open so you can work on resolving them," says Goulston. "You may already know some of the answers, or you may not. But framing it as 'I could really use your help with this,' and encouraging people to suggest solutions as a group, is very disarming -- and you'll probably learn a lot." It's worth a try.

????Talkback:If you've attempted to change how things get done at work, how did you get people on board with your plan? Leave a comment below.