In project management, it is very important to understand the personality characteristics of team members and adjust management strategies accordingly. In view of the characteristic of northeast people's bold personality (attention needs to be paid to avoiding regional stereotypes, and individual differences always exist), the following are the professional measures that can be taken to avoid reckless decision-making.： **1. Structured decision-making process** -Implement a hierarchical approval system: major decisions need to go through a four-tier process of "proposal-feasibility analysis-risk assessment-multi-party signing" -Introduce the "24-hour cooling-off period" rule: non-urgent decisions need to go through at least 1 working day precipitation period -Use the SWOT+RACI composite tool: it is mandatory that each proposal must include advantages, disadvantages, opportunities, threat analysis and a clear matrix of responsibilities when submitted **2. Cultural integration management** -Set up a north-south partnership system: the core positions of the project team are allocated with partners with complementary personalities (such as Northeast employees + Jiangsu and Zhejiang employees) -Organize cross-cultural workshops: conduct quarterly training on "decision-making style awareness" and use tools such as MBTI to enhance mutual understanding -Create an anonymous prediction system: collect all members' independent predictions of the success rate of the program before making a decision, and visualize the collective wisdom **3. Risk control mechanism** -Implementation of "red and blue army confrontation": Each proposal must be equipped with an opposition team for stress testing -Set up a decision-making point card: quantify and track the effect of past decision-making, and establish an individual/team decision-making accuracy file -Introduction of an external review committee: key projects invite industry experts and customer representatives to participate in the program demonstration **4. Communication strategy optimization** -Adopt the "sandwich feedback method": first affirm the value of the radical plan → analyze the risks→ make suggestions for improvement -Implement visual decision-making: it is mandatory to use tools such as decision trees and impact diagrams for program demonstrations -Establish a "challenger role" system: designate someone to raise objections at each meeting **5. Performance balance design** -Set up a two-dimensional assessment of "innovation-robustness": reward both bold breakthroughs and risk prevention and control -Implement decision-making quality backtracking: increase the comparison and analysis link between the original decision-making and the actual effect at the end of the project -Implementation of the risk mortgage system: the proposer who insists on the high-risk plan is required to bear part of the responsibility guarantee **Special reminder：** -All measures should focus on behavioral patterns rather than geographical labels -The awareness of cognitive bias of the overall team can be improved through decision-making psychology training -It is recommended to conduct regular "decision-making health audits" and use six Sigma tools to continuously improve What is ultimately to be established is a "precise decision-making culture" that can not only maintain the decisive advantage of northeast colleagues, but also avoid taking risks. This requires the dual cooperation of system construction and cultural guidance. The human resources department can conduct regular "decision-making style surveys" to replace stereotypes with big data to guide management optimization.