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这案例我觉得可能在工作中常会出现，因为涉及的工作很微小，但是在项目团队中可能会给自己带来麻烦。
情景：你浏览了一遍汪达刚刚完成、放在你案头的合同。起草一份购买办公用品的合同并不需要什么高深莫测的知识，但是汪达却犯了几个显而易见的错误。有几处格式不对，计算上也有问题。最主要的是价格似乎不该那么高。你心里闪过和汪大讨论一下的念头，但接着就放弃了。汪大是个接受不了批评的人，你掏出钢笔，签上大名，把合同放进了文件。

问题：这么做肯定不对了，那么，如果已经这么做了，会有什么后果？如何弥补？以后应该怎么做？

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[ 本文发表于 2002年4月15日 12:25:46 ]


加夺

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Solution
Format flaws: A sample contract is available to every team member.

Price deviation: contract price is bonus-related.

Calculation mistake: establish cross-checking mechanis
m.

Criticism refusal: praise him for the 97% good part of the contract, and tell him that he may lose his job for the 3% mistakes.

Misused signature: kick your own ass if you do that again.

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I don''t know, so I ask.

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[ 本文发表于 2002年4月15日 12:54:35 ]


davidliu

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I paste the paper for your reference:
Criticizing a Project Team Member's Performance
Five Guidelines for Delivering Constructive Criticism

Project managers are caught in a seeming paradox: They need to create and maintain good working relationships so that they can get work done through others.
At the same time, they need to constantly perform course corrections on others' performance.

In other words, they need to criticize.

The paradox is only apparent, not real. Skillfully delivered criticism enhances both the relationship and the targeted performance. The five simple rules for delivering "criticism at its best" are the subject of this article.

1. Think it through before you say something. Don't just shoot from the lip.

Reactionary responses to unwanted behaviors subvert the working relationships you need to solve problems. A problem worth solving demands your concentrated attention and focus to gain desired outcomes. This may mean not saying anything at all until you have mentally rehearsed your delivery and envisioned the receiver's response.

2. Criticize in private (and praise in public).

Public criticism offends not only the receivers, but the observers. No one wants to see another person publicly hung by someone too cowardly to address the issue one to one, face to face. When a problem arises during a team meeting, acknowledge it and say that this is something that needs to be addressed "later" or "between Dan and I" or "without taking up everyone's time."

3. Respond to problems in a timely fashion (otherwise known as "nip the problem in the bud") and take only one point at a time.

Realize your own propensity to put off discussing problem behaviors. Remember the difficulty in reconstructing problems because everyone remembers them differently. Remember your laundry list of complaints and the feeling of futility when you're unable to sort through them to find a fix. Force yourself to recognize lost opportunities for improvement. Compare that to the benefits of a timely focus on correcting one problem at a time.

If you truly want to improve a team member's performance or reach a better understanding with a colleague, act with alacrity. Decide which problem if solved would achieve the greatest gains and take steps to maximize those potential gains by addressing the problem now. Improvements achieved in one key area often spill over into related areas.

4. Criticize without comparison.

Think about it. What's to gain? You may attempt to justify making comparisons by calling it "instilling a sense of competition," but you're kidding yourself if you believe your own rationalizations. Broad, unfavorable comparisons between this sorry team and that exemplary team you led last year is more a comment about your leadership than your team's performance. Individuals told they don't measure up end up finding fault with you rather than dealing with the ambiguous criticism levied at them.

5. Criticize with specificity, not labels.

Here are three kinds of specificity:

1. Behaviors: inaccuracy
lateness
absenteeism
interrupting
missed timelines
incompleteness
incorrectness (assumptions, data, etc.)
yelling
unaligned project deliverables (with customer expectations)

2. Absence of behaviors: didn't follow through
didn't communicate changes to the client
didn't solicit client feedback or input
didn't inform project sponsor of problem encountered
didn't achieve all deliverables
didn't use sponsor to remove roadblock

3. Indicators of behaviors and/or non-behaviors: poor customer service evaluations
complaints from colleagues or team members
exceeding project budget

Criticism or feedback that cites specific examples such as those listed above requires no interpretation of meaning. A missed commitment, is a missed commitment. Poor survey feedback concretely identifies problem areas. These concrete descriptions focus on quantifiable problems and achievable improvements.

Non-specific criticism invites ugliness. It may take you a moment to appreciate that the following labels are non-specific; but realistically, the receiver can only guess what you mean by such criticism:

careless
inattentive
distracted
poor communicator
unmotivated
self-interested
uncaring
unfocused
uninformed
impatient
reactionary

The use of labels amounts to an attack on the person. An attack calls for a defense "I am not careless!" "I am not unmotivated!" The giver and the receiver engage in a heated argument about whether the receiver is careless or unmotivated without pinpointing the actual problem behavior and ways to improve it. Emotional pain without gain.

The subsequent articles in this series will cover:

the difference between instructive and destructive criticism, and how to deliver instructive criticism
reprimands and disciplinary actions
receiving and responding to criticism
creating natural feedback loops

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[ 本文发表于 2002年4月16日 18:06:30 ]


ralph

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类似这样的采购可以采取预算的制度，各部门根据预算订计划，可以在一定程度上避免采购价格过高。
另外，对不爱接受批评的人也不能听之任之，而应注意批评的方法。在这一点上，具备一定的沟通技巧很重要。

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[ 本文发表于 2002年4月17日 9:47:40 ]


ralph

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类似这样的采购可以采取预算的制度，各部门根据预算订计划，可以在一定程度上避免采购价格过高。
另外，对不爱接受批评的人也不能听之任之，而应注意批评的方法。在这一点上，具备一定的沟通技巧很重要。

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[ 本文发表于 2002年4月17日 9:47:43 ]


1xqing

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呵呵，加夺和ralph，我到是感觉这个问题不是系统组织得出的问题，而是主要是针对不合格的行为，pm如何应对的问题，象davidliu所言的既要批评又要不影响团结，呵呵。

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[ 本文发表于 2002年4月17日 19:04:48 ]


qiaodong

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首先分清性质：
如果是态度问题，就应该秋风扫落叶。
如果是能力问题且初犯，则应春天般的温暖。
如果是能力问题且屡教不改，则准备放弃——Fire.

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Q.D. PMP.
http://qiaodong.vip.sina.com/article/consult.htm

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[ 本文发表于 2002年4月19日 23:27:18 ]


1xqing

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qiaodong所持的决断是应该具备的。

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[ 本文发表于 2002年4月20日 13:46:20 ]


ralph

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可采用如下套路：
首先肯定成绩；然后指出问题；最后提出期望。注意就事论事，表扬为主，帮助为主。
如果是有关沟通的问题的话，到小小的团队建设板块，有一个类似的老油条案例也不错。

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[ 本文发表于 2002年4月22日 9:42:18 ]


加夺

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You can avoid the dilemma by improving your systematic institution. Under healthy corporate institutions and culture, what a PM faces in communication inside a team is not counteracting adverse forces so much as maintaining efficient and constructive cooperation.

Were it not a question of fixing the systematicl improvement, it would be simply a question of how to cope with a troublemaker--a question that even a student has to consider also.

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I don''t know, so I ask.

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[ 本文发表于 2002年4月22日 12:49:01 ]