转载：认识潜规则的10个问题
<P style="TEXT-INDENT: 2em"><STRONG>据研究，只有20%的员工行为是遵照企业的流程制度等“明规则”，而80%则取决于“潜规则”。</STRONG></P><P style="TEXT-INDENT: 2em">一家英国公司和一家瑞典公司合并了。合并后的新公司产品主要面向美国市场，公司把研发、生产和销售中心分别设在了英国、瑞典和美国。为了解决一个全公司范围内的问题，英国的工作人员拟了一个方案，发给瑞典和美国的公司征求意见，过了许多天，没有收到任何反馈，于是就分别向他们询问情况。瑞典的同事说，我们根本就没有看这份建议书！而美国人则回答说，你们拟的这个方案很好，我们已经采取了相应的措施，问题解决了。</P>
<P style="TEXT-INDENT: 2em">这是IBM企业文化问题专家莎拉.莫尔顿.瑞格（Sara Moulton Reger）在咨询服务中遇到的一个真实案例。她分析说，在上面这个案例中，瑞典人之所以根本不去看那个方案，是因为他们觉得自己被冒犯了：他们作为相关人员，在这份方案拟定时竟然没有获邀参与讨论，最后仅仅让他们就一份已经落在纸面上的东西“提供反馈”。而美国人的做法则让英国人觉得自己被冒犯了，他们竟然没有经过反馈和达成一致意见就直接付诸行动了。</P>
<P style="TEXT-INDENT: 2em">这些冒犯都是在不经意间发生的。上述瑞典公司的人喜欢从一开始就参与其中，这既与瑞典的民族文化有关，也与瑞典公司的做事风格有关；而美国人就是天性积极主动，愿意尝试，“我们总是喜欢先试一下，如果有好结果，就与别人分享。”另外，从案例中也可以看到欧美商业环境的差异，在欧洲业务受管制较多，所以人们比较小心谨慎，在美国行动则相对自由。</P>
<P style="TEXT-INDENT: 2em">国外如此，国内更是如此。当然，“潜规则”并不总是见不得人的，你可能早就习以为常了，就像空气一样，没有觉得有什么特别之处。但如果你刚刚加入一家新公司，或者你刚刚进行了并购，你需要与一群非常不同的人共事，下面的十大类问题就有助于你了解你新加入的公司或者你的合作伙伴的潜规则。</P>
<P style="TEXT-INDENT: 2em"><STRONG>1. 领导风格</STRONG> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> 领导主要管战略和人事吗？还是也会参与到日常工作中？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>领导之间如何沟通？在多长的时间、通过哪些渠道和程序与领导沟通？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>领导的开放度应该有多大，在哪些事情上开放？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>如何赋予职权，哪些领导岗位拥有实权？</P>
<P style="TEXT-INDENT: 2em"><STRONG>2. 决策过程 <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR></STRONG> 谁是真正的决策者？决策制定过程中，员工的作用是什么？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>决策时必须意见一致吗？如果是，需要哪些人之间达成一致？ <WBR></P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>什么样的决定要中央集权决策？什么样的决策要在各地分支决策？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>一旦决定，谁来确保决策的执行</P>
<P style="TEXT-INDENT: 2em"><STRONG>3. 财务预投资</STRONG> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>投资决策是怎样制定的？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>信息是公开的，还是限于少数领导之间？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>谁会参与到预算和财务计划的制定过程中？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>当结果超出或者低于预期目标时会怎样处理？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>财务结果与客户满意度、品牌形象、员工满意度相比，哪个更重要？</P>
<P style="TEXT-INDENT: 2em"><STRONG>4. 问题解决</STRONG> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>如何定义问题解决的目标？如何评估问题是否解决了？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>在选择解决方案时，是明确和讨论所有的选择，还是仅考虑最优方案？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>谁会参与到什么样的问题解决中？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>在采取行动前，需要花多少时间用于计划？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>人们期望如何解决冲突？</P>
<P style="TEXT-INDENT: 2em"><STRONG>5. 流程</STRONG> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>在多大程度上员工可以依据自己的判断行事而不必严格遵照流程？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>如果情景不同，流程会有所不同吗？谁来决定？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>谁需要参与到流程的哪些方面？</P>
<P style="TEXT-INDENT: 2em"><STRONG>6. 责任与监督</STRONG> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>公司在任命干部时会考评哪些方面？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>人们对于考评的反应如何？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>对达到或超过目标的员工，给予什么样的奖励和认同？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>当员工没有完成目标时怎样处理？</P>
<P style="TEXT-INDENT: 2em"><STRONG>7. 优先级</STRONG> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>员工看待客户、投资者、员工的优先级如何？谁最重要？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>当处理全球化的业务时，是按照当地习俗还是国际惯例？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>怎样确定和强化优先事项？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>关注长期还是短期利益？</P>
<P style="TEXT-INDENT: 2em"><STRONG>8. 合作关系</STRONG> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>人际关系有多重要？如何培养？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>头衔有多重要？在组织中不同层级的人如何相处？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>在什么情况下适合团队工作，何时适合个人行动？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>当在公司外部工作时的基本行为原则是什么？应该建立怎样的关系？</P>
<P style="TEXT-INDENT: 2em"><STRONG>9. 人员决策</STRONG> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>怎样分派工作？谁做出决策？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>招聘策略是什么？领导是从内部晋升、还是能者居之？是否注重多元化</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>喜欢长期忠诚的员工还是新面孔？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>员工如何发展？是否借助师徒关系？</P>
<P style="TEXT-INDENT: 2em"><STRONG>10. 政策</STRONG> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>在多大程度上，员工必须遵守政策，或可以依据自己的判断行事？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>谁能做出这个判断，在什么时候？</P>
<P style="TEXT-INDENT: 2em"> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR> <WBR>政策在不同的情景中会有所不同吗？如果是这样，谁来决定？</P>
<P style="TEXT-INDENT: 2em">了解“潜规则”是一回事，使“潜规则”浮出水面并且成为大家的行为的“明规则”则是另一回事。莎拉.莫尔顿.瑞格（Sara Moulton Reger）与白立新曾在哈佛《商业评论》2008年第5期撰文介绍企业文化“有形化”的经验和方法。</P> <p>学习了~~</p> 写的不错 ！ 真的吗 写的不错 ！
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