When managing any team, you will encounter employees with different personalities and ways of thinking. It is important to guide the team to collaborate efficiently through scientific management methods and avoid unnecessary disputes due to differences in thinking. Here are some specific suggestions： ###1. Avoid labeling and pay attention to individual behavioral characteristics 1. **Abandon regional prejudice**: Replace the description of "sharp corners" with "like to analyze details in depth". The behavioral characteristics of each employee should be based on specific performance rather than regional labels. As a gathering place for talents, Beijing has a diverse background of employees. 2. **Establish a behavior observation mechanism**： -Record specific behaviors in the dispute scene (such as repeatedly questioning resolved resolutions, excessive pursuit of perfect details) -Analyze the motivation behind the behavior (quality pursuit/differences in knowledge reserve/communication methods) ###2. Build a structured decision-making process 1. **Three-stage conference management method**： ```mermaid graph LR A [Pre-communication]--> B [decision meeting] B-->C [Perform follow-up] ``` -Pre-communication stage: issue materials will be distributed 24 hours in advance, and a deadline for the collection of written opinions will be set -Decision-making meeting: strictly follow the rhythm of "15 minutes of background statement-30 minutes of discussion-15 minutes of voting" -Set up a "parking area" whiteboard to record the issues to be resolved to ensure the progress of the main line 2. **Visualization matrix of decision-making power**： | Matter type | Right to propose | right to review | right to decide | |----------------|----------|----------|----------| | Strategic Direction | Management | Board of Directors | CEO | | Routine projects | Project Manager | Department Director | Department Director | | Technical details| Engineer | Technical Committee | Project Leader| ###3. Cognitive reconstruction training 1. **Multi-dimensional thinking training**： -Cost awareness training: use the "Time Cost Calculator" tool to quantify time loss -Implementation of "Perspective change Day": designate employees to simulate the roles of different departments to participate in the project every month -Introduce six thinking hat technologies to standardize the dimensions of discussion 2. **Technical dispute handling SOP**： ``` When a technical disagreement occurs： 1. Both parties to the disagreement use 3 pages of PPT to state their core views (limited to 15 minutes) 2. Set up a 3-person expert team for 48-hour feasibility verification 3. According to the verification results, the "advantage scheme integration method" is used to integrate 4. Establish an experimental control group for small-scale testing ``` ###4. Establish a constructive feedback culture 1. **Dispute value evaluation system**： -Set up an innovative point card: valuable points can be exchanged for training resources -Monthly selection of "Golden Key Awards" to reward disputes that promote problem resolution -Establish a "dispute knowledge base" to archive typical dispute cases 2. **Communication technology upgrade**： -Implement a nonviolent communication template: a four-step method of "observation-feeling-demand-request" -Use the visual dispute map tool to transform abstract disputes into actionable modules -Introduce an AI discussion record analysis system to automatically recognize emotional expressions ###5. Differentiated incentive strategies 1. **Deep Thinker management Plan**： -Set up a special research fund to support valuable in-depth exploration -Configure an "executive partner" to balance the depth of thinking and the efficiency of action -Create a channel for writing technical white papers to transform thinking results 2. **Performance balance mechanism**： -Dual-track KPIs: assess "professional depth" and "collaboration efficiency" at the same time -Set the "effective dispute rate" indicator (the proportion of disputes converted into improvements) -Implement a contribution value accumulation system to take into account process input and result output Contemporary management needs to transform individual characteristics into organizational advantages. Through the establishment of a clear decision-making framework, the provision of structured communication tools, and the implementation of cognitive upgrading training, the characteristics of "deep thinking" can be effectively transformed into innovation momentum. It is important to establish an organizational culture that respects professionalism, pays attention to efficiency, and encourages constructive collision, so that different thinking modes can produce synergistic effects under the guarantee of the system.