In enterprise management, regional and cultural differences may have a certain impact on teamwork, but the core of solving the problem of excessive internal competition lies in the establishment of a scientific management mechanism and cultural orientation. The following are some specific suggestions, applicable to companies in any region： ###1. **Clear strategic goals and teamwork orientation** 1. **Unified values** -Through corporate vision and cultural promotion, emphasize that "collective goals take priority over individual performance". For example, link the performance of a department or team (not individual indicators) to rewards to encourage employees to pay attention to the overall interests. -Case study: A technology company passed the ”project-based bonus pool" distribution mechanism, requiring the team to release the bonus after completing the goal together, effectively reducing the phenomenon of internal power grab. 2. **Set complementary goals** -In the design of job responsibilities, avoid overlapping assessment indicators. For example, the sales team can be divided into two groups: new customer development and old customer maintenance, with their respective goals supporting each other rather than competing. ###2. **Establish a transparent and fair competition mechanism** 1. **Standardized evaluation system** -Adopt multi-dimensional assessments (such as 360-degree assessments), incorporate indicators such as mutual evaluation of colleagues and cross-departmental collaborative contributions, and avoid single performance orientation. For example, a manufacturing company uses “internal customer satisfaction” (evaluation by other departments) as a reference for promotion. -Data support: Research by Harvard Business School shows that the employee retention rate of companies that emphasize collaboration is 27% higher than that of purely competition-oriented companies. 2. **Dynamic balance of resource allocation** -Adopt a rotation system or allocate key resources (such as customer resources and R&D budgets) in stages. For example, a FMCG company adjusts the regional person in charge every quarter to not only cultivate composite capabilities but also reduce site competition. ###3.**Strengthen communication and conflict management** 1. **Cross-departmental collaboration platform** -Establish regular cross-departmental meetings and shared databases (such as transparency of customer information) to reduce vicious competition caused by information barriers. For example, an e-commerce company publicizes the progress of the project through internal collaboration software to reduce duplication of effort. 2. **Third-party mediation mechanism** -Set up an “Employee relations group" independent of the business department to arbitrate disputes. A financial company requires that inter-departmental cooperation disputes must be submitted for mediation within 48 hours to avoid escalation of conflicts. ###4. ** The exemplary role of the leadership** -**Code of Conduct for Managers**: It is forbidden for superiors to publicly compare the personal rankings of employees and instead praise team innovation cases. For example, a major Internet company stipulates that “which colleague did you help this week” must be reported in the meeting and included in the manager's assessment. -**Rotation training plan**: It is mandatory for middle and senior managers to rotate in charge of business every two years to break the culture of Shantou. An automobile group has increased the efficiency of inter-departmental collaboration by 40% through rotation. ###5. **Make good use of healthy competition tools** -**Innovation competition mechanism**: To guide competition to the external market or the field of technological innovation. For example, the “Customer Pain Point Solution Competition” is held to participate in the competition as a team, and the competition target is directly related to the company's strategy. - **Gamified collaborative design**: A logistics company develops an internal collaborative points system. After assisting others, employees can accumulate points to redeem training resources and transform a zero-sum game into a positive-sum game. ###6. **Cultural Construction and staff development** -**Anti-vicious competition training**: Through scenario simulation courses, employees can experience the consequences of excessive competition (such as customer churn and stagnation of innovation) and strengthen their cognition. -**Dual-channel career design**: Provide dual promotion paths for management sequence and professional sequence to reduce the squeeze on resources in a single track. After a pharmaceutical company implemented this policy, the brain drain rate of core technology decreased by 65%. ### Summary of key points： 1. **Shift from “controlling competition” to “design collaboration"**, and guide the direction of competition through mechanisms； 2. **Eliminate suspicion with transparency**, information symmetry is the basis for reducing internal consumption； 3. **Leadership behavior is more important than system. Managers need to lead by example and convey collaborative values. The ultimate goal is not to eliminate competition, but to control it in a range that stimulates vitality without harming efficiency. According to research by the Massachusetts Institute of Technology, when the ratio of collaboration to competition within the team is maintained at 7:3, organizational innovation reaches its peak. Enterprises can dynamically adjust their management strategies through regular employee surveys (such as NPS internal collaboration scores).