向上管理第一項：路徑P背後的目標B

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"技術大牛史海峯在《"},{"type":"link","attrs":{"href":"https://xie.infoq.cn/article/5c3007c0dff57028d6a2dc680","title":""},"content":[{"type":"text","text":"架構師快問快答2"}]},{"type":"text","text":"》裏說："}]},{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"Q：架構師的建議得不到管理層的支持該怎麼辦？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"A：換位思考一下。爲什麼得不到支持，別人是怎麼看，怎麼想的？"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這個問題，非常經典。最近在幾個管理羣裏，大家也一直在討論，向上管理爲什麼很難，前兩天一樂老師的講座也在討論這個問題，怎麼向上管理。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我也在《"},{"type":"link","attrs":{"href":"https://zhuanlan.zhihu.com/p/137047709","title":""},"content":[{"type":"text","text":"微服務架構深度解析與最佳實踐"}]},{"type":"text","text":"》一文裏寫到："}]},{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"還是從《管理的常識》一書裏，我看到了一個很有道理的話：”如果無法推動問題背後的人解決問題，那說明對問題挖掘的還不夠深“。現代化的工作教會我們，雙贏/多贏是協作的唯一辦法，也是可以持續的辦法。"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"很多時候，領導的想法，管理層的想法，就是背後的問題。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一些技術人員這時肯定會說：“領導的認知和架構師認知不一樣的”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"求同存異，需要洞察領導的想法。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"不同層級大家的信息、視角，分析方法，可能都不一樣，需要統一的不是認知的方法，而是認知的結論。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"或者，我們叫它--目標。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果管理層跟你說了一個目標A，但是規定死了你必須走某條路徑P去達到這個目標，那麼可能他的目標不是A，而是藏在路徑P裏的某個目標B，這就是所謂的洞察。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果你反對領導的意見，提出路徑Q，也許能更快的達到目標A，成本也更低。但是跟目標B沒有關係，這對管理層來說，就是不可接受的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"所謂的路徑Q，可能就是技術思維。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"而對於路徑P的認知和理解，"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"S1：可能是一種管理角度的（睿智的）折中取捨；"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"S2：也可能是管理層不懂技術（whatever）的瞎指揮。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"但是如果我們把它當做是S2，而不是隱藏了目標B的S1，但是很多事情對我們來說變得簡單。因爲B大家都沒挑明，你可以說是我們想象中的，並不存在。但是不管我們怎麼努力，都沒法得到認可。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"進一步的，腦袋裏只有S2的人，沒法承上啓下變成一個組織的腰部力量，即中層管理者，只能做一個執行者，這樣組織就不要求你去思考深層次的問題和關係，僅僅去執行就好了。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這是很多技術人員的一個誤區，太鑽牛角尖了，在不該用力的地方用力過猛，過剛而易折，導致無法在比技術細節更大的層面提升自己。很多這類人員的技術都不錯，能力卻很一般，發揮不出來。時間長了，一直就懷才不遇，遇到的領導都不能做伯樂，慧眼識珠。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一般情況下，管理層的視野，大局觀，包括責任，都比我們執行層面的leader或者一線人員要重大的多。執行，唯有執行，是對管理層的戰略目標，最大的支撐。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"執行不到位，就會拖整個組織的後腿。執行不了，就會造成組織的割裂。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"回到前面的話題，如果你不知道目標B怎麼辦？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"那就去提出包括可能目標B1的新路徑R或或者包括可能目標B2的新路徑S，看看這個方案是不是管理層可以接受。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果你說你想不到更好的辦法？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"那還有什麼好說的，直接去執行路徑P，打硬仗，並且打贏。只有這一個辦法，能讓你搞好向上管理，就是給上級提供決策支持，執行任務，拿到結果。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}}]}