每日短訊：每日原則：如果出現(xiàn)問(wèn)題，要在兩個(gè)層面進(jìn)行討論
如果出現(xiàn)問(wèn)題，要在兩個(gè)層面進(jìn)行討論：（1）機(jī)器層面（該結(jié)果怎樣產(chǎn)生）；（2）案例層面（如何應(yīng)對(duì)）。
【資料圖】
不要僅僅就如何具體應(yīng)對(duì)進(jìn)行案例層面的討論，因?yàn)檫@是微觀管理（你是在做你手下員工該做的工作，他們會(huì)錯(cuò)誤地覺(jué)得沒(méi)什么大不了）。要進(jìn)行機(jī)器層面的討論，弄清楚事情應(yīng)該怎么樣才是正確的，并探究為什么沒(méi)有朝著正確方向發(fā)展。如果你急于確定應(yīng)對(duì)策略，你必須告訴你的手下該怎樣做，要確保解釋清楚你想怎么做以及相關(guān)原因。
When a problem occurs, conduct the discussion at two levels: 1) the machine level (why that outcome was produced) and 2) the case-at-hand level (what to do about it).
Don"t make the mistake of just having the case-at-hand discussion, because then you are micromanaging (i.e., you are doing your managee"s thinking and your managee will mistakenly think that"s okay). When having the machine-level discussion, think clearly how things should have gone and explore why they didn"t go that way. If you are in a rush to determine what to do and you have to tell the person who works for you what to do, make sure to explain what you are doing and why
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