「釋義」

微觀管理是商業(yè)管理的一種管理方式。管理者透過(guò)對(duì)被管理者（員工）的密切觀察及操控，使被管理者完成指定工作。相對(duì)于一般管理者只給與一般的指示，微觀管理者會(huì)監(jiān)視及評(píng)估每一個(gè)步驟。這個(gè)詞一般帶有負(fù)面的意思。

「應(yīng)用場(chǎng)景」

學(xué)會(huì)放權(quán)。應(yīng)當(dāng)重視這一點(diǎn)的不只是領(lǐng)導(dǎo)者，多位專業(yè)人士進(jìn)行合作（比如泰國(guó)的洞窟救援活動(dòng)）和跨界團(tuán)隊(duì)合作時(shí)也要注意。在皮克斯的一個(gè)指導(dǎo)新任管理者放權(quán)的培訓(xùn)項(xiàng)目中，參與者會(huì)討論放權(quán)為何困難，以及我們傾向于微觀管理的主要原因：放開(kāi)控制權(quán)是很難的，我們覺(jué)得要為結(jié)果負(fù)責(zé)，而且認(rèn)為任務(wù)必須“正確”完成。因此，我們關(guān)注短期成果，而非通過(guò)放權(quán)委托實(shí)現(xiàn)的培養(yǎng)其他人的長(zhǎng)期目標(biāo)。我們希望迅速完成工作，而非放權(quán)能夠取得的效果（讓他人有參與感、獲得成長(zhǎng)，讓我們自己有更多的實(shí)踐，就長(zhǎng)期而言可能效率更高）。培訓(xùn)師講述未能適當(dāng)放權(quán)的案例，表示合作中需要建立信賴，并展示“技能-期望模型”四象限圖表，講解如何根據(jù)團(tuán)隊(duì)成員的能和動(dòng)機(jī)適當(dāng)放權(quán)

Learn to delegate.

This isn’t important just for leaders; it’s also critical for people working on collaborations where multiple experts come together, such as the Thai cave rescue, and on cross-functional team projects. In a training session to help new Pixar managers delegate, participants discuss why it’s so difficult to pass the torch to others and the main reasons we tend to micromanage: It’s hard to let go of control, and we feel responsible for the outcome and are aware that the task needs to get done “right.” So we focus on the short-term results rather than the long-term goal of developing others through delegation. We favor getting the job done—fast—over the reasons for delegating (allowing others to feel engaged and to grow, and allowing ourselves more time and probably higher productivity in the long run). The coaches talk about cases of delegation gone wrong—whose central lesson is the need for trust—and present a four-quadrant chart, the “skill-will model,” which explains how to tailor delegation to the abilities and motivation of those being handed control.

以上文字選自《哈佛商業(yè)評(píng)論》中文版2019年12月刊《破解長(zhǎng)久合作困局》

弗朗西絲卡·吉諾（FrancescaGino）| 文

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