????為員工創(chuàng)造溝通交流的機(jī)會(huì)

????公司上下的創(chuàng)造力和創(chuàng)新能力取決于員工彼此之間正式和非正式的溝通交流。出色的管理者會(huì)為這種溝通交流的發(fā)生提供機(jī)會(huì)。消費(fèi)制造公司戈?duì)枺╓. L. Gore）和谷歌（Google）在這方面就做得很好。這兩家公司要求所有的新員工從入職第一天開(kāi)始就與公司里的其他人建立關(guān)系，弄清楚工作如何開(kāi)展。這樣一來(lái)，等到他們以后遇到問(wèn)題的時(shí)候，很容易就能找到同事幫忙解決。

?????從意想不到的來(lái)源尋找創(chuàng)意

????“團(tuán)隊(duì)和公司擁有不可逾越的嚴(yán)格界線”，這種想法已經(jīng)過(guò)時(shí)。在尋求創(chuàng)新和新想法的過(guò)程中，員工必須跨越職責(zé)、行業(yè)和部門進(jìn)行思考。我們可以以英國(guó)航空（British Airways）為例。曾經(jīng)擔(dān)任這家公司品牌管理主管的哈米什?泰勒不斷要求英國(guó)航空的管理人員挑戰(zhàn)傳統(tǒng)思維，從各個(gè)地方尋找專家能手。“為了在頭等艙設(shè)床位，英國(guó)航空找上了一位游艇設(shè)計(jì)師，他知道如何在有限的空間里打造豪華的陳設(shè)。為了改善排隊(duì)狀況，英國(guó)航空找上了迪士尼（Disney Corporation），因?yàn)楹笳叩闹黝}公園擁有完善的排隊(duì)等候系統(tǒng)。這些經(jīng)驗(yàn)教訓(xùn)告訴我們，在推行公司變革時(shí)要跨越界線、解放思想，同時(shí)鼓勵(lì)員工們也投身其中。

????不要為了包容而包容

????有時(shí)，讓員工參與新項(xiàng)目和計(jì)劃的討論反而會(huì)誤入歧途。領(lǐng)導(dǎo)者讓員工就某個(gè)策略投票或者通過(guò)電子設(shè)備參加頭腦風(fēng)暴會(huì)議，這本來(lái)是用心良苦的做法，但常常因?yàn)橹R(shí)的差距而適得其反。在試圖獲得員工的集體智慧之前，請(qǐng)確保他們都了解公司正在嘗試解決的那個(gè)問(wèn)題到底是什么。公司的關(guān)鍵目標(biāo)是什么？市場(chǎng)有多大？競(jìng)爭(zhēng)對(duì)手在做什么？客戶想要什么？員工還必須了解技術(shù)和財(cái)務(wù)上的限制，以便有效地進(jìn)行權(quán)衡，找到前進(jìn)的新道路。

?????不要想當(dāng)然地認(rèn)定員工一定會(huì)抵觸自上而下的決策

????例如，如果必須迅速行動(dòng)以便趕上明確但短暫的機(jī)遇窗口期，或者必須砍掉某個(gè)效果不佳的項(xiàng)目，那么命令式的決策是合情合理的。實(shí)際上，如果理由明確的話，員工會(huì)歡迎這種迅速的行動(dòng)。頂級(jí)領(lǐng)導(dǎo)者也可以建立簡(jiǎn)單的規(guī)則，把自下而上的想法融入到公司策略中，以引導(dǎo)他們所鼓勵(lì)的企業(yè)家行為。

????新的競(jìng)爭(zhēng)格局中將充滿那些懂得自上而下與自下而上之間這種微妙平衡、內(nèi)外求索、提供自主權(quán)但同時(shí)又能避免混亂的公司。（財(cái)富中文網(wǎng)）

????本文作者黛博拉?安科納系麻省理工學(xué)院斯隆管理學(xué)院的組織管理學(xué)Seley杰出教授，麻省理工學(xué)院領(lǐng)導(dǎo)力中心主任。

????譯者：千牛絮

????Create opportunities for employees to network.

????Companywide creativity and innovation are dependent on employees connecting with each other both formally and informally. Good managers provide opportunities for this to happen. W. L. Gore, the consumer manufacturing company, and Google (GOOG) do this well. From day one, all new hires there are expected to create a network within the company and to figure out how things work. That way, when they encounter a problem down the road, they can easily call upon people throughout the company to help solve it.

????Seek ideas from unexpected places.

????The notion that teams and firms have rigid boundaries that can't be crossed is outdated. In the quest for innovation and new ideas, employees must look across functions, industries, and sectors. Consider the example of British Airways. Hamish Taylor, who was once the company's head of brand management, continually asked BA managers to challenge old assumptions and seek experts everywhere. "When seeking to create beds in first-class cabins, BA approached a yacht designer who knew how to create luxury furnishings in a confined space. When looking to improve queues, it approached the Disney Corporation (DIS), which had perfected queuing systems in its theme parks. The lesson is: Cross boundaries and update mental models to create organizational change and encourage employees to do the same.

?????Don't be inclusive just for the sake of it.

????Sometimes in a misguided attempt to get people involved in new projects and initiatives, leaders have employees vote on a strategy or participate in an electronic brainstorming session. It's a nice idea, but it often backfires because of gaps in knowledge. Before trying to pull on the collective intelligence of employees, make sure they all understand the problem your company is trying to solve. What are the firm's key goals? How big is the market? What is your competition doing? What does your customer want? People also need to get a handle on the technological and financial constraints in order to weigh in effectively and find new ways to move forward.

????Don't assume employees will revolt at the idea of a top-down decision.

????If for example, there is a need to move quickly due to a clear and short window of opportunity, or to weed out an unproductive project, some authoritative decision-making may be in order. In fact, employees may welcome some quick action if the rationale is clear. Top leaders can also create simple rules and synthesize bottom-up ideas into strategies to help guide the entrepreneurial actions they are encouraging.

????The new competitive landscape will be filled with firms that learn this delicate balance between top-down and bottom-up, looking in and looking out, providing autonomy but avoiding chaos.

????Deborah Ancona is the Seley Distinguished Professor of Management of Organization Studies at the MIT Sloan School of Management and the director of the MIT Leadership Center.