In a multi-ethnic and multicultural country like China, it is a common phenomenon for people in different regions to form a certain sense of belonging to a group in their work and life. This is related to regional culture, language habits or common experiences. However, as a manager, the focus of attention should not be "how to deal with a certain regional group", but should promote teamwork with a professional attitude. Here are a few suggestions： **1. Establish an inclusive and open team culture** -Promote informal exchanges between members and break down information barriers through team building activities (such as cross-departmental cooperation projects, interest groups). For example, set up a case sharing session for cross-group collaboration in regular department meetings. -Managers can regularly organize "cultural luncheon meetings" to encourage employees to share the characteristic culture of their hometown and transform regional differences into opportunities for team knowledge sharing. **2. Optimize the design of the management system** -Implement a project-based rotation mechanism to ensure that the core business is completed by cross-background members. When a technology company developed the "Tianfutong" APP, it specially formed a mixed group of Sichuan and non-Sichuan employees to ensure localized insights and avoid information silos. -Establish clear performance appraisal standards and incorporate "cross-departmental collaboration contribution" into the promotion evaluation system. The "360-degree environmental assessment" system implemented by Tencent and other companies is worthy of reference. **3. Make good use of cultural resonance to enhance cohesion** -The social wisdom of the teahouse in Sichuan culture can be transformed into a team management advantage. A Chengdu game company sets up a "Gaiwan tea time" every week to encourage employees to freely team up and discuss ideas in a relaxed atmosphere. -Transform the "loyalty of Brother Pao" that Sichuan people attach great importance to into a sense of team responsibility, and emphasize the honor system of "sharing and sharing" when major projects are under attack. **4. The demonstrative role of the leader** -The "Dialect Day" event implemented by Huawei in the Chengdu Research Institute is worth referring to: dialect communication is allowed every Wednesday, but Mandarin must be used for key meetings to respect cultural characteristics and ensure communication efficiency. -Management should pay attention to avoid excessive participation in regional topics in informal settings, and can establish new team connection points by cultivating common interests (such as e-sports and outdoor sports). **Requires special attention：** - Avoid falling into regional stereotypes, individual employee differences are much greater than regional commonalities -Be wary of "reverse discrimination", and non-Sichuan employees also need to pay attention to the construction of a sense of belonging -When there is an obvious faction, it should be resolved naturally through flexible methods such as business process reorganization, rather than tough dismantling. Typical case: The Chengdu branch of a foreign-funded car company passed the "dialect tutor program" to allow Sichuan employees to establish cross-group connections in the process of helping foreign colleagues learn dialects, and at the same time transform dialect skills into a competitive advantage for customer service. Advantage. The ultimate goal is to create a "super-regional identity", so that employees first agree with corporate values and team goals. Just like Haidilao's "family culture" implemented in employee management, it has successfully condensed employees from different backgrounds into a team with a common service concept.