This statement is biased and stereotyped, and it cannot be simply applied to all Beijing employees. Each individual has its own unique personality and way of working, and cannot be generalized by region. When managing employees to avoid unnecessary disputes at work, the following common and effective methods can be used： 1. **Clear goals and rules**: Clearly explain work goals, task requirements, work processes, and norms to employees, so that everyone can clearly know the direction of their efforts and guidelines for behavior, and reduce disputes due to inconsistent understanding. 2. **Strengthen communication training**: Improve employees' communication skills, including listening, expression, feedback, etc., so that they can exchange ideas accurately and clearly, and avoid misunderstandings and disputes. 3. **Establish a communication mechanism**: Encourage employees to share problems, opinions and suggestions in a timely manner, through regular team meetings, one-on-one communication and other channels to ensure smooth information circulation and resolve potential differences in a timely manner. 4. **Advocate a culture of teamwork**: Emphasize the overall interests of the team, cultivate employees' sense of collaboration and overall outlook, and let everyone understand that achieving goals together is more important than personal opinions. 5. **Objective and fair handling**: When there is a dispute, managers should intervene in an objective and fair manner, judge based on facts and rules, do not take sides, and guide employees to focus on problem solving. 6. **Encourage empathy**: Encourage employees to look at problems from the perspective of others, enhance mutual understanding, and reduce subjective conflicts. 7. **Cultivate emotional management skills**: Help employees learn to recognize and control their emotions, and avoid the escalation of disputes due to emotional excitement. The focus of management should be on establishing a good working atmosphere, promoting effective communication and teamwork, rather than treating employees based on one-sided regional cognition.