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狀況天天都有,但總有沒辦法以過去經驗來處理的不確狀況,讓整個團隊頓時不知道該怎麼進行下去。
領導人在這時沒有建立好團隊認知和共識,團隊成員不曉得自己在做什麼以及目標在哪,很可能會因為過程中的衝突而互相責怪,讓彼此信任瓦解。

年初,公司業務佔比量最大的客戶公佈年度採購量比往年下降了 30%,而且業務從競爭對手得到客戶計劃對現有產品進行接續汰換的消息,但卻遲遲沒有把相關採購需求提給公司。
總經理覺得這是件大事,在業務會議後召集了各部門的主管,要求開發部門去了解是否公司的開發能力跟不上客戶要求、品保部門了解是否客戶對產品質有所疑慮、採購部門去了解關鍵供應商是否被客戶掌握……各部門都接到了行動指示。
最後,總經理還定了每週一次的會議追踪進度,要求各部門都必須更新工作進度,大有勢必把業務量追回來的決心。
主管們收到指示都覺得一頭霧水,連業務都搞不清楚的業務狀況,要怎麼從別的部門切入?
但採購量大幅度下滑是已存在的事實,第一次追踪會議上,各部門羅出各式各樣的問題;品保部門指出市場上的設計不良讓客戶不滿,研發則反擊問題都已解決並指出工廠能力低落,一直在靠研發支援,使得他們無法全力改善設計,業務們看著會議重點失焦卻無能為力。
每週的會議上各部門互相揭短,總經理則認為大家是在找出問題、面對問題、解決問題。因此,會議後部門間私下合作更為針鋒相對。隨著時間推移,問題不只沒解決還越來越多,等總經理發現時,Q2 已經快結束了,而要追回的業務量則遙遙無期……

每當遇到不明確的狀況時,往往我們想做的第一件事就是「弄清楚」狀況。然而這個狀況是一定能被澄清、澄清到何種程度以及花多少資源澄清,都是進行決策的人必須要去考量的條件。
有時需要澄清的問題遠在團隊的技術能力之外,或者是在有限資源內能做的有限時,決策者不能一昧地想把所有壓力放在團隊成員身上,希望所有事情得到最好的結果。

The mere formulation of a problem is far more essential than its solution

    – Albert Einstein

與其說領導團隊去澄清狀況並導入相應對的行動,不如說弄清楚我們為什麼想採取行動。是想完全解決這個問題、還是要把這個問題的影響範圍控制住,這兩者我們又要採取哪一個方向。
因此先認知我們面對的不確定性到什麼程度,是進行決策前的第一個工作。

存在可能不確定性
當主管最不可能的就是什麼都知道,當狀況在掌握中卻難以判斷客觀風險時,最好的方法就是讓專家提出建議,請他們評估風險。
各部門則對分析的風險項目提出相關的措施,讓團隊有明確的目標一起行動,合作降低風險。

模糊的不確定性
當主管接受到一個危機訊息時,可能會同時接收到相關的補充資訊,並開始進行多方求證,卻在多方求證時發現各方的資訊是相矛盾或沒有相關訊息的。
這是時候我們連不確定性的輪廓都十分模糊、難以掌握。

在不明確的狀況下,大家工作執行和目標都會存在極大的不安全感。為了建立具執行性的團隊目標,主管就必須設定中止點及階段性任務。
在時間內,所有相關部門儘可能從各自可靠的管道蒐集資訊,整合所有資訊進行三角交叉檢核 (Triangulation) 將不確定性收斂到一定程度後,各部門進行針對目前評估的風險提出相關的對應措施。
同時也要讓團隊明白,目前還尚未澄清的面向還有哪些,除非有足以改變風險評估的資訊出現前,整個團隊是在風險下工作。

複雜的不確定性
有時不確定性來自於一個完全無法以過往的經驗來參考、或是跟過往經驗相矛盾的狀況,讓決策者連想摸清楚不確定性的輪廓都沒有辦法 (或投入我們能承受的資源)。
這時只能將狀況進行區塊化的切割,讓各部門進行短期對策。例如由技術團隊找出目前可行的圍堵措施,由後勤團隊準備相關工具或材料,讓執行團隊防堵問題嚴重擴大。
團隊明白這些工作都是在高風險下進行,必須維持最快的反應速度和最嚴謹的執行後,接下來定期追踪各部門是否有找出進一步能夠讓風險再降低的做法或發現,否則主管不要再花力氣去做額外的檢討和分析,徒增團隊壓力。

對職涯選擇或發展感到困擾或對提升主管技能有興趣的朋友,歡迎與我做進一步連絡。

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Yashi Yang ()

Website: https://enecareer.com

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