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"Cost efficiency" is one of the goals of my functions, I put the cost of the project is classified as communication costs and technology costs. Some projects through their years of experience, I am very conservative with the aid of the twenty-eight law these two categories of cost accounting division. I'm not a conservative because 80% of the cost of communication to much, but the technology to 20% more. Of course, the actual proportion varies across organizations. If our enterprise OA system can be very smart to put everyone to help us do things every minute of a "communication" and "technology" is classified, I think, our technology may not even accounting for the cost of 10% not to. Not how bad the communication skills of our colleagues, but we have in the past few years in improving the R & D and process technologies down a lot of effort to reduce this ratio to now, this is our own best self to control and improve a little.
Communication costs really that high? Or reduce communication costs really that difficult? I took these two issues and explore a good one for a long time, so far have not been able to quantify and answer these two questions, but I can pass laterally to measure a phenomenon of communication in the end about how difficult it: Although we the couple has become increasingly of the night, but if you do not put out, then say so, are they do not know what the other person really wants. "I think you know me," In many cases, this is the root cause of family breakdown, the project is also true. Is it really no other way? There are, by my personal experience, you can refer to the following recommendations:
First, do yourself
Communication, nothing more than make things clear. But sometimes I say it is a very difficult thing, which is the biggest obstacle, "I thought." Do not speak out to put things right, how hard it is. I tell you, really hard. Or return to the example of "love and harmony", then one might ask, did the project have anything to do with romance. I can honestly say, even if they are most familiar pillow one can very clearly know what you're thinking, your colleagues and clients will not know. So, can their true thoughts very clearly expressed is a matter of how cattle B. Like "I love you" three words simple and clear, there is no word about nonsense, but less complete than those contents TB level information contained in the output. If you can exercise at any time can say to himself for his wife and family, these three words, reducing already mention, and even more imagination to make himself the unexpected. Do not believe? Try to know.
Second, strengthen their own
Division of labor, is to play an effective means to maximize personal effectiveness, which is the market trend. I borrowed the principles of planning the functions of the division of our organization, to improve business performance through meticulous division of labor. In industrial production, process automation can even intelligence is attributable to factors of production is relatively objective. But in a knowledge-based production, such as the current software development, mainly led by human, someone had the idea, the idea there is the cost of communication. Machine does not have emotions, but people the most is the mood, the standardization process does not transform people's emotions normalization and stabilization, otherwise CMMI has become a psychology.
Peter Drucker said, everyone is a manager. We can manage their own behavior, their ability to manage, control all your everything, because we are their own masters. Division of labor allows us to focus more on what they are familiar with, but the convergence of various functions inseparable from human communication. So, more than stand in someone else's point of view and may well reduce communication costs. But I often reflect on a problem, others stand in the perspective of meaning meant to know what others are thinking. So, to really think you can stand in someone else point of view, the need for a deeper understanding of human nature to "stand" well.
By the same token, we want to cooperate well in the division level, but also have to understand something other areas of co-workers. The purpose of the division is a breakthrough personal capacity limitations, rather than confined to individual ability. The division of work is a dimension, a dimension is a man full stack, "division of labor" with "full-stack capability" without conflict, man is the foundation of doing things, to do a full range of outstanding ability who is the foundation of the division of labor to do one thing. Therefore, in the division of labor among the initiative to discover the advantages of others (colleagues in other functional areas), and to learn from others, the development of all-round mutually strengthen their ability to help each other's strength, can only win-win cooperation, which is the most basic common sense. So, we want a strong ability to work with people, quite simply, to put its own stronger.
Third, do yourself
合作讲究的是信任，信任所需要的成本远远远（重要事情说三遍）低于不信任的成本。同事之间的信任，客户之间的认可，这都是财富。这么一个简单的道理我就不再从经济学角度去分析了。沃伦·巴菲特说了：“慢慢发财是很容易的事，而快速发财是很难的，可是多数人喜欢很难的事”。既然信任就是财富，所以人与人之间的信任同样需要像财富那样慢慢去积累。所谓日久见人心，一直保持着自己的真诚和善良，这才是做人的最佳策略。只可惜，人性本急，只因看那些“看得见的”很容易，而看那些“看不见的”确实需要费神费力去思考。自认为聪明的人很多，而聪明人也不可能没有风险意识，并且不可能不设防备失败，但聪明人最大的风险就是太依赖自己的聪明了。聪明也是一种资本，但也要德配其位啊。
曹老板也说了，对方赚钱了，自己才有钱赚。这其实就是“站着别人角度去思考”的一种实践。别人先赚钱，看得见的，可能是急躁或嫉妒。看不见的，就是我信任你，我不着急，跟我合作你赚钱了，这才显得我有价值。长远看，这数很好算。信任是一种管理能力，同事信任你，都渴望跟你共事；领导信任你，他不会操你半点心；客户信任你，合作非找你不可。
做对自己真的一点都不容易，至少我是这么认为的。人是观念的产物。在互联网时代，正确的观念很容易获取，但自我改变的真的难。各种眼前的利益，各种被动的情绪都是劲敌。就像我的老同事小肖一边喝茶一边跟我说，你的想法是对的，但找这样的人太难了。难就对了，容易谁都能做。如果你和我都做对了，是不是比原来你和我都没做对之前的成本要低了？哪怕低那么一点点也是好的开始呀。现在开始会晚吗？我想说：现在是余生的最早。