【正文】 up and its members. Takes initiative to resolve conflicts in the team. Empowers the team to solve problems and builds their capability, willingness and confidence in problem solving.層級三：授權(quán)于團(tuán)隊(duì) 建立開放民主的團(tuán)隊(duì)氛圍。 鼓勵成員暢所欲言、集思廣議。 在充分了解自身的優(yōu)勢和局限的基礎(chǔ)上來發(fā)揮所長，協(xié)調(diào)集體智慧的應(yīng)用。 主動地采取各種有效的方法在團(tuán)隊(duì)內(nèi)解決沖突和矛盾。 充分授權(quán)于團(tuán)隊(duì)去解決問題，并利用各種方法培養(yǎng)團(tuán)隊(duì)成員解決問題的意愿、能力和信心In crosscultural setting, takes initiative to facilitate integration among Chinese and international colleagues, to assist integration of international colleagues into Huawei, and to enhance Chinese colleagues’ mindset of embracing crosscultural diversity.在跨文化工作中，能主動采取措施促使不同文化的團(tuán)隊(duì)成員融合，并且?guī)椭饧畣T工有效、快速融入華為，以及提高中國員工的文化包容性。Example:After the problem was raised at the meeting, I set up a dedicated project team and held two discussion meetings to discuss the capability of the supply chain. A discussion meeting indicated that, participants are required to prepare opinions and thoughts in written form around a specific subject such as building global supply capability. Every participant would brainstorm in the first half of the meeting, that is, to express his or her opinions. In this stage, we talked about the construction of procurement about capability of global supply, logistics, order fulfillment and human resources. I also expressed my opinions on this point, monly at the end of each representation. The rest of the meeting was a discussion. Based on our discussion, we decided our tasks, which were discussed by us in the week before last week. We just hoped our executives realize those points. Consequently, we set up a dedicated project team to engage in constructing multiple manufactories for global supply chain. Then we gradually started it with our work divided up. Participants at the meeting include more than ten major directors from sales departments, some level 2 or level 3 directors from some departments related to the construction of the overseas supply chain. Subject of the meeting was specified in advance, hence it was necessary for everyone to express his ideas and opinions. Those opinions monly include what we should do, what problems will be caused, and how to overe these problems. After that, we decided which points currently being discussed should be implemented for both shortterm and longterm, and who should be responsible for carrying that out. Sometimes such discussions led to no conclusion. Then we just continue to plete tasks as before. Commonly, we would hold such meeting from 9 o’clock to lunch time.范例：會議上將問題收集之后，我組建了一個(gè)專用的小組，組織了兩次會議來討論供應(yīng)鏈的能力問題。一個(gè)討論會的結(jié)果表明：針對具體的問題，比方說組建一個(gè)全球性的供應(yīng)鏈，需要參與者以書面的形式表明他們的觀點(diǎn)和想法。每一個(gè)參與者在會議的前半場，都應(yīng)產(chǎn)生頭腦風(fēng)暴，也就是說，表達(dá)他或她的觀點(diǎn)。在這個(gè)階段，我們討論如何將獲取全球供應(yīng)能力、后勤準(zhǔn)備、命令履行以及人力資源等協(xié)調(diào)好。關(guān)于這個(gè)問題，一般在每位代表講完后，我也會表達(dá)自己的看法。會議的剩余時(shí)間是討論，按照討論的結(jié)果，我們決定任務(wù)，這些任務(wù)我們在前一周討論過。只希望高層能認(rèn)識到那些觀點(diǎn)。因此，我們組織專門的團(tuán)隊(duì)參與建造多種多樣的制造廠以滿足全球供應(yīng)鏈的需要。接著，我們逐漸開始工作并進(jìn)行分工。會議參與者中包括有十余名來自銷售部的總監(jiān)，還有一些與國外供應(yīng)鏈構(gòu)建相關(guān)的部門中的二級或三級主管。會議的主題提前說明得很具體詳細(xì)，因此要求每個(gè)人表達(dá)自己的觀點(diǎn)和看法是必要的。那些觀點(diǎn)通常包括：我們應(yīng)該做什么，將會導(dǎo)致什么問題及如何解決這些問題。之后，我們確定從短期及長期角度來看，目前討論的觀點(diǎn)應(yīng)該采用哪一個(gè)，誰來負(fù)責(zé)實(shí)施。有時(shí)，一些討論是沒有結(jié)果的，我們便按照以前的安排繼續(xù)完成任務(wù)。通常這樣的會議可以從上午9點(diǎn)持續(xù)到午飯時(shí)間。Level 4: Inspires the team Uses vivid, powerful metaphors or stories to share experience, inspire the team and set the direction. Reframes the team’s view of the situation, particularly when the team is feeling negative or is unable to reach consensus. Inspires the team with an exciting vision to elicit great enthusiasm and dedication from the team members.層級四：鼓舞士氣 用生動有力的比喻或故事等多種方式來分享經(jīng)驗(yàn)、鼓舞士氣、指明方向。 重新構(gòu)畫團(tuán)隊(duì)的整體觀點(diǎn)，特別是在所有團(tuán)隊(duì)成員的負(fù)面感受下，或是不能達(dá)成共識的時(shí)候。 用激動人心的遠(yuǎn)景激勵成員，使團(tuán)隊(duì)成員對團(tuán)隊(duì)的使命表現(xiàn)出極大的熱情與奉獻(xiàn)精神。Example:I wondered how could I encourage them? So I made a metaphor. As known to all, if you wanted to play toy bricks, you’d have to pile them up. The more you piled, the farther you were from death. You didn’t know when you would be stopped by others. All you should do was to continue your work in an orderly way, keep the fullest confidence, the least resistance and the highest harmony. Those who didn’t have confidence in themselves would lose and be thrown out of the game. Since the resistance we faced was less and less, the most important factor was perseverance. If you could carry on to the last moment, the success was yours. We should prepare for a longterm battle and go on with our daily work. I shared my view with others and told them not to convert the external pressure into internal pressure, not to plain about each other, to increase the planning and transparency of our work, conduct more mutual munication and ask things of each other. We talked about it at the meeting and listed it as our mon plan, encouraging them to set requirements for themselves and for others. Even Zhu Geliang once said that it is no use plaining after a thing is done。 make ample planning to stop possible plaints afterwards. This became a slogan and also an operation concept. I wanted to hear no more plaints. It was no use. If you had any question, just raise it. We could work together on it for a solution. I believed even as cobblers, we could out do Zhu Geliang, the mastermind by taking efforts. After a period of time, we had attained the preset objective of the pany. Though there was still some distance from the uppermost objective, we were very satisfied with the result. What was more important, the time had not worn thin our morale and determination and we had very happy cooperation among the project group. We came from different places, eager for success. Everyone was excellent but we didn’t have any problem due to this project. Our perseverance worked as my former metaphor implied. I asked them if they had any good metaphors that could be used to encourage others when it was darkness before the dawn. My role, as a member of the project group was to encourage others to carry on.范例：如何鼓勵他們？這是我一直思考的問題。為此，我打了一個(gè)比喻。所有人都知道，如果你想玩積木，就必須把它們堆積起來，堆得越多，積木堆就越牢固。你不知道他人什么時(shí)候會阻止你。所有你應(yīng)該做的就是有條理地繼續(xù)你的工作，保持充分的信心、最少量的反抗情緒和最高程度的和諧。那些缺乏自信的人將會失敗并且被淘汰出局。由于我們面臨的阻力越來越少，堅(jiān)定不移是最重要的因素。如果你能堅(jiān)持到最后一刻，成功就屬于你了。我們應(yīng)該準(zhǔn)備著作長期的戰(zhàn)斗，并繼續(xù)日常的工作。我把自己的見解與其他人一起分享，告訴他們不要把外部的壓力轉(zhuǎn)化成內(nèi)部的壓力，不要互相抱怨，要增強(qiáng)工作的計(jì)