When managing employees who are considered to “like to be in the corner”, the key lies in balancing respect for individual differences with maintaining team efficiency. The following are some specific suggestions, combining cultural background with management psychology： ### 1. **Understand cultural roots and build trust** -**Cognition of regional characteristics**: As a political and cultural center in Beijing, employees may pay more attention to logical rigor and detail (similar to “more serious”), which is essentially the pursuit of precision rather than deliberate difficulties. It is possible to understand its thinking mode through one-to-one communication and recognize the value of its careful observation. -**Trust first**: Clearly express your recognition of your professional ability, for example: “Your grasp of details can often avoid risks, which I appreciate very much. ”Reduce its defensive mentality due to being incomprehensible. ### 2. **Process optimization: turn “more serious” into productivity** -**Preset decision-making framework**: Jointly formulate clear decision-making criteria (such as data basis and priority rules) at the start of the project, and confirm them in writing. When disputes arise, guide the return to established standards rather than subjective arguments. -**Phased discussion**: The discussion is broken down into the ”fact confirmation-plan generation-risk assessment" stage, allowing it to be fully expressed in the risk link, but the first two stages must be completed on time. ### 3. **Communication skills: reduce confrontational** -**“Sandwich feedback method"**: Adopt the “affirmation-suggestion-encouragement” structure when criticizing. For example: “The nature of the compliance you proposed is very necessary (for sure), but the customer's timeliness requirements are urgent. Can we mark the risks first and then make up the materials?" (Suggestion) Your rigor is very important to the project (encouragement). ” -**Physical whiteboard technology**: It is required that the dispute points must be presented in writing to transform abstract arguments into a visual list of pros and cons. In most cases, the writing process itself can help it sort out the logical focus. ### 4. **Responsibility: direction of transformation of energy** -**Appointed as a "quality supervisor"**: Let him be responsible for process vulnerability inspection or document review, and give him more serious formal authority. Studies have shown that giving picky people a compliance role can increase their satisfaction (Hackman & Oldham, 1976). -**Set up a "challenge period”**: A fixed 30 minutes a week to focus on the potential problems raised by it, and suspend processing at other times. Not only to meet its needs, but also to avoid interrupting the workflow at any time. ### 5. **Team fusion strategy** -**Complementary partners**: Arrange for them to cooperate with result-oriented employees to promote complementary advantages of both parties through work design. For example: the former is responsible for the feasibility analysis of the plan, and the latter is responsible for customer communication. -Cognitive reconstruction training**: Carry out a workshop on "decision-making perspective“ and use the ”10/10/10 Rule" (look at this issue now/10 months later/10 years later) to help employees distinguish between core issues and marginal details. ### 6. **Bottom line management** -When the dispute obviously affects the progress, the “suspend execution” strategy can be used: “This point of view is worth discussing in depth. In view of the time limit, we will implement Plan A first. You can email supplementary arguments within 24 hours for your next reference. ”Both keep it open and clarify the boundaries. >**Case reference **: A technology company transferred the “detail control” staff of the legal Affairs Department to the risk assessment team of a new project. Its questioning caused the product to avoid three potential compliance issues before it went online, and competing products were fined for such issues during the same period. The company also stipulates that its feedback must be accompanied by a solution to reduce pure negation. The ultimate goal is not to eliminate the "sharp corners”, but to transform it into an organization's early warning mechanism. Data show that the innovation success rate of highly controversial but well-managed teams is 23% higher than that of low-conflict teams (source: Harvard Business Review). The key lies in separating cognitive conflicts (for problems) from emotional conflicts (for people).