Whenever people are working together inevitably conflicts arise; be it tactical differences or personal conflicts. Immediate escalation represents a certain immaturity, alienates the manager and makes it more difficult to actually resolve problems. Better to sit with your colleague and work out your differences rather than escalate first. At a very minimum, sit down with your colleague discuss your differences, try to come up with potential solutions and then bring it to your manager. Don’t force your manager into a King Solomon Split the baby in half dilemma. Try to successfully negotiate.
If, and only if your colleague refuse to negotiate and come up with a series of alternatives for the manager will you maintain positive relations. If your colleague is totally stubborn and adamant then this is a severe performance issue and may reflect performance problems on their end. This requires an immediate escalation on your part.
Your Support Teams
Support teams get the short end of the stick. In Information Technology organizations, these are the teams that maintain hardware, support and general network support. While project teams get all of the glory for a successful delivery, support teams rarely get these accolades as they are un-seen. However, should a problem arise, they get the blame. They then develop, a “bunker mentality”. This is an analogy when they get defensive, hostile, untrusting, etc. It is very important to develop courteous relationships with these people. One, because they can help you achieve your goals quicker and two if you are in crises mode, they will be more motivated to help you because of your working relationships. A strong positiverapport with these teams is essential for your success and the success of your team.
【团队精神=忘记“小我”】相关文章:
最新
2016-10-18
2016-10-11
2016-10-11
2016-10-08
2016-09-30
2016-09-30