如何讓爭議雙方達成共識？

縮減爭議雙方的見解差異，是個管理上的挑戰，但是這是多數領導者在職業生涯中多少會遇到的。 

以下是讓爭議雙方達成共識的建議作法： 

1. 對爭議的問題達成共識，但是避免立即達成解決方案，因為這通常就是雙方爭議的源頭。
2. 找出幾個解決方案。讓雙方一起腦力激蕩討論。鼓勵雙方提出各種點子而不要做判斷或分析。
3. 指定跨派代表組成評估小組。這可以評估出各種方案的成本與利益。
4. 實施立即可行的結論。對評估小組代表得到的幾個雙方可接受的意見，立即實施。通常這是雙方求同存異的妥協結果。

How can the two sides reach a consensus?

Reducing differences of opinion between the two sides of the dispute is a managerial challenge, but this is how many leaders will encounter in their careers.  

Following are the suggestions for consensus between the parties to the dispute:

1. Achieve consensus on disputed issues, but avoid reaching immediate solutions, as this is usually the source of disputes between the two sides.
2. Find several solutions. Let both sides brainstorm the discussion. Both sides are encouraged to come up with ideas without judgment or analysis.
3. Appoint cross-delegates to form assessment teams. This can assess the costs and benefits of various schemes.
4. Implement immediate and feasible conclusions. Several mutually acceptable opinions received by the representatives of the assessment team shall be implemented immediately. Usually this is a compromise result of seeking common ground while reserving differences between the two sides.

如何對員工授權？

成功的領導者會授權他的員工來做決策、分享資訊，並承擔風險。以下是讓你的員工獲得所有權的方式： 

1. 給予責任與自主權。讓那些可以展現能力的人可以挑戰更高層次的責任並且對他的工作與資源擁有自主權。
2. 聚焦在成長上。開創一個可以讓人們可以擴充技能機會的環境，並且當他們成功達到後可以獲得應有的報酬。
3. 用人不疑。除非絕對必要，不要懷疑別人的決定。這樣做，可以強化他們的信心，並且鼓勵他們提出他們真正的想法。

How to Empower Employees?

A successful leader empowers his employees to make decisions, share information, and take risks. Here are some ways to get your employees to take ownership:

1. Give responsibility and autonomy. Let those who can show up can challenge higher levels of responsibility and have autonomy in their work and resources.
2. Focus on growth. Create an environment in which people can expand their skills opportunities and get paid when they succeed.
3. Be suspicious of people. Don't doubt the decisions of others unless absolutely necessary. Doing so strengthens their confidence and encourages them to present their real thoughts.

那些事應該授權？

授權(Delegation)是經常被忽略，但卻是成功的經理人員的重要管理技巧。

那麼，哪些事項應該進行授權？以下有些方法可以協助你作判斷：

1. 有那些事情是只有你可以做的？檢查一下，在你經手的工作中，有哪些是絕對必須要有你的特殊能力或是需要你的權威高度才能夠進行的？
2. 再檢查其他項目。然後，再看看其他工作項目的清單中，有哪些是別人可以勝任的？或是有哪些是可以經過你指導後，他人可以做的？將這些項目授權出去。
3. 保留可以讓你愉悅的項目。不要將哪些即使別人也可以做，但是若你來處理可以讓你自己產生愉悅的項目授權出去。授權是應該可以增加你的滿意度，而不是降低你的滿意度。

請一併參考為什麼你必須授權？如何進行授權？

What should be authorized?

Delegation is often overlooked, but it is an important management skill for successful managers.

So what should be empowered? Here are some ways to help you make your judgment:

1. What are the things that only you can do? Check out, in your work, what is absolutely necessary to have your special ability or need your authority to be able to carry out?
2. Check other items again. Then, look at the list of other work items. What other people are competent for? Or what other people can do with your guidance? Authorize these projects.
3. Keep items that make you happy. Don't delegate projects that can be done even by others, but if you deal with them, you can create your own pleasure. Empowerment should increase your satisfaction, not decrease it.

Please refer to why you have to authorize? How to authorize?