Improving teamwork skills is a process that requires a systematic approach, especially when team members have different cultural backgrounds or work styles. In view of the characteristics of Cantonese people you mentioned who are pragmatic but may ignore teamwork (it should be noted that there may be stereotypes), we can make suggestions from the three levels of cultural understanding, management strategy and specific practice.： ###1. Cultural understanding: Breaking stereotypes and establishing scientific cognition 1. **Avoid regional labeling** It should be noted that "focusing on pragmatism" is a manifestation of the high degree of marketization in the frontier areas of reform and opening up, which does not mean that they are not good at cooperation. As the earliest region in China to develop an export-oriented economy, Guangdong's "teahouse culture" and "family business collaboration model" demonstrate the unique wisdom of social collaboration. 2. **Distinguish differences in work styles** Pragmatic orientation may lead to a greater focus on results rather than processes, which may be an advantage in a fast-paced industry. Managers need to identify whether cultural differences lead to different communication methods (such as a greater tendency to express directly), or whether there is indeed a lack of collaboration mechanism. ###2. Management strategy: Build a collaboration-driven system 1. **Goal consensus engineering** -Adopting the OKR management method, when setting quarterly goals, each KR (key result) must be marked with a collaboration department -Set the "collaboration coefficient" indicator (such as 20% of the project bonus is linked to cross-departmental evaluation) 2. **Adaptation of communication mechanism** -Design an efficient meeting for a pragmatic style: a draft implementation plan must be submitted before the meeting. The meeting focuses on resource coordination rather than retreat discussions. -Establish a "problem solving station" mechanism: any card point must initiate a cross-departmental station meeting within 24 hours 3. **Collaborative technology empowerment** -The introduction of BIM (building information model) collaborative platform, manufacturing enterprises can view the progress of upstream and downstream processes in real time -Develop an internal collaborative points system that can be redeemed for training resources or vacation privileges ###3. Practical level: cultivating the soil of a collaborative culture 1. **Adaptation to industry characteristics** -Manufacturing industry: implement a "quality chain" responsibility system, and each station needs to verify the previous process -Internet companies: implement a "characteristic group system" and force a combination of products + technology + operators 2. **Activation of local culture** - Make good use of the tradition of "morning tea socializing": arrange breakfast meetings for department rotation every week -Establish a "master bank": transform the practical experience of senior employees into shareable teaching courses 3. **Conflict transformation mechanism** Set up the "Hongmian Conference Hall" and adopt the Lingnan characteristic "three-step mediation method" for collaborative disputes: first drink tea to ease emotions, then compare KPI data, and finally sign a memorandum of cooperation. ###4. Leadership upgrade: Three necessary abilities for managers 1. **Value translation ability** Translate "teamwork" into language that pragmatists can understand, for example: "Every reduction in cross-departmental friction saves 3.7 working hours." 2. **Node design ability** Preset collaboration checkpoints in the critical path of the project, such as the product development phase, which must include three availability tests with the participation of the customer service department 3. **Ritual innovation ability** Create a "Bay Area Collaboration Day" to make the value of collaboration perceptible through immersive team building such as customs clearance games on the Hong Kong-Zhuhai-Macao Bridge ### Key reminder： The core of improving the effectiveness of collaboration lies in establishing a "win-win ecology", rather than simply changing the characteristics of certain types of people. It is recommended to continuously optimize through the PDCA cycle: analyze the industry distribution of collaboration friction points every month, update the collaboration toolkit every quarter, and select the most gold-containing cross-departmental contribution cases every year. For individuals with weak sense of collaboration that do exist, the "sandwich feedback method" can be used: first affirm the business contribution, then point out the cost loss caused by the lack of collaboration, and finally provide an improvement support plan. The ultimate goal is to transform pragmatism from potential collaboration resistance to collaboration advantages-when team members truly realize that in-depth collaboration can bring a higher input-output ratio, a spontaneous collaboration culture will grow naturally.