Trust: Talking About Human Factors in enterprise success

Trust: Talking About Human Factors in enterprise success

Old K, this is an email, but it is not just an email. I want to discuss a question that I have been thinking about: Why are we always facing a huge burden of corporate decision-making?

The main topic that caused me to discuss this topic is "what Chinese enterprises lack is not innovation, but trust ."ArticleThe author is a New York Times columnist and Thomas? Friedman (Thomas L. Friedman ). The secondary reason is the current situation of your company and other companies I have experienced and understood.

Your company has a similar background with Shanda, which makes the founders have a natural gap with the team they built later. On the contrary, Alibaba also has such a "founder background", but has gone on a different path. In some other companies I have known, the problem of "founder background" also exists, but either its development has not yet reached the stage of highlighting such conflicts, or the problem has been mitigated to some extent through human resources construction.

All in all, this background is bound to exist in the enterprise, and it must be the biggest decision-making burden on the Enterprise. This kind of burden appears one after another, or as a potential force that affects us. However, the simplest statement is: Do you trust each other?

However, the biggest problem in organizational decision-making is not "whether everyone is a strong person" or "whether everyone is incompetent", but "whether everyone cooperates ". The foundation of cooperation is shared or trust-for an enterprise organization, the former is a mode under a large organization, which is mainly manifested in convergence of internal consumption; the latter is a small team model, mainly manifested in simple trust in interpersonal relationships.

Now let's go back to our own questions. Do you think you trust them? And are they mutually trusted? Can this kind of distrust be put out as a clear attitude? Can this problem be raised explicitly? I hope that this problem will be solved from you. I will talk to you freely and openly, and talk about each other's views and complaints. You need a real team building, a true team culture education, and a professional life class.

Why should we work? Do we share value in this enterprise? Do we have an explanation of ourselves, our work, our career, and our responsibilities? How do we know ourselves? What do we think of others? We -- are we, is it an organization, a team? How can we deal with interpersonal relationships between colleagues? Are Mutual attacks, barriers, or mutual understanding and support?

What determines that we maintain the defensive posture "most favorable to ourselves" in all our decisions? You are just dozens of small companies, and the Cultural Genes of you, as the creator, have penetrated into every business activity. So that everyone, every role, and even every hand are filled with attacks, challenges, and shield walls. The most terrible thing is that every view, analysis, and judgment of you also runs through this logic.

You predict others as such people. In essence, you are the people you are.

You, everyone, have not broken through yourself (including you, old K ). Then, on such seemingly justified grounds, you ask others to break through themselves. Everyone in your team is asking others for higher, better, and more ethical requirements, rather than making the same questions and doubts for themselves first!

How many components are you counted as "one team "?

Do you want to quit now? Did someone ask myself in this "exit": Why did I work hard for the "team?

I am really hitting you, but some people know that this kind of attack is your most important reflection-your reflection on everyone and the entire team.

Why should we stay together if we do not live and live together?