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?????客觀對待問題。禁止人身攻擊，這是唯一的基本原則。除此之外，誠實(shí)決定一切?！斑@是一個(gè)商業(yè)問題。我們?nèi)绾问鬼?xiàng)目更好地開展？阻礙項(xiàng)目進(jìn)展的具體問題是什么？”莫里厄指出，“要求每個(gè)人都實(shí)事求是。每個(gè)問題理想的最后期限是什么時(shí)候？另外，切實(shí)可行的最后期限是什么時(shí)候？”? ?????研究細(xì)節(jié)。“向各方詢問某個(gè)關(guān)鍵點(diǎn)對他們來說為什么如此重要——例如，他們?yōu)槭裁匆髮Ψ綕M足特定的最后期限。”莫里厄表示。如果每個(gè)人認(rèn)識(shí)到問題的重要性，通常能更快地解決不同意見，引發(fā)的怨恨也更少。 ????以上三個(gè)步驟足以讓所有人同心協(xié)力?！耙坏┌亚闆r視為商業(yè)問題，而且人們清楚了解到真正的問題所在，他們通常會(huì)提出解決方案?！蹦锒虮硎?。 ????如果他們沒有做到，該怎么辦？除了常用的軟硬兼施管理方法外，莫里厄提出一個(gè)新方法?！耙腥顺袚?dān)沒能解決問題的后果?！彼硎?，“作為經(jīng)理，你的職責(zé)是確保讓每個(gè)人事先知道，如果由于不合作造成解決方案擱淺，阻礙解決問題的那個(gè)人需要承擔(dān)后果?！?/p> ????引用《六個(gè)簡單法則》中的一個(gè)案例：某主要汽車制造商的汽車很難維修，例如因?yàn)榫€路設(shè)置問題，更換前大燈時(shí)需要拆下發(fā)動(dòng)機(jī)。公司安排造成問題的工程師暫時(shí)到服務(wù)部門工作，親身了解他們的設(shè)計(jì)決策給郁悶的技術(shù)人員和不滿的客戶造成的影響。 ????莫里厄表示，“如果不能制定出最后期限，他們?nèi)蘸罂赡芤?dāng)面向一群生氣的同事做出解釋。但如果事先知道這一點(diǎn)，他們就有動(dòng)力達(dá)成解決方案。”我們不希望事情發(fā)展到那一步。 ????反饋：當(dāng)友好的氛圍掩蓋了重要的問題時(shí)，你所在的公司是鼓勵(lì)“和睦相處”，還是鼓勵(lì)適當(dāng)?shù)臎_突呢？歡迎評(píng)論。（財(cái)富中文網(wǎng)） ????翻譯：喬樹靜/汪皓 |
?????Objectify the issues.The only ground rule is a ban on personal attacks. Apart from that, honesty rules. “This is a business problem. How can we make this project work better? What are the specific problems that are standing in the way?” Morieux says. “Require that everyone stick with the facts. What is the ideal deadline for each of them? Then, what is actually achievable?” ?????Dive into the details.“Ask each side why a particular sticking point is important to them—for instance, why they need the other team to meet a given deadline,” says Morieux. A disagreement will usually be resolved much faster, and with less resentment, if everyone understands why it matters. ????These three steps could well be enough to get everyone pulling in the same direction. “Once the situation is presented as a business challenge, and people have a clear understanding of the real issues, they’ll usually come up with solutions,” Morieux notes. ????What if they don’t? Morieux proposes a novel approach, beyond the usual management carrots and sticks. “Someone always bears the cost of failing to solve a problem,” he says. “Your job as a manager may be to make sure everyone knows in advance that, if a solution isn’t found because people haven’t been able to cooperate, the employee who is standing in the way will have to accept the consequences.” ????An example, from Six Simple Rules: A major automaker’s cars were notoriously hard to repair since, for instance, the wiring was arranged so that replacing the headlights meant removing the engine. The company sent the engineers who had created the problem to work in the service department for a while and hear firsthand how their design decisions affected irate technicians and unhappy customers. ????Says Morieux,“If people know beforehand that—if they can’t work out the deadline problem—they may have to explain themselves face-to-face with angry people later on, they are motivated to reach a solution.” Let’s hope it doesn’t come to that. ????Talkback:Does your company encourage “getting along” even when being nice covers up important problems, or is conflict expected and encouraged? Leave a comment below. ????Have a career question for Anne Fisher? Email askannie@fortune.com. |
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