3.对其他思维方式持开放态度。你对别人的逻辑、数据和观点的态度越开放，你就越能够从他们工作所见和经历中获益。这样，等到你发表意见时，别人也会更愿意倾听。

    古斯滕建议说，实际操作过程中，可以将团队所有人集合起来，开诚布公地谈一次，讨论你希望达到的目标以及他们为什么对完成工作心存顾虑。“将你听到的所有困难列成表，并改成疑问句，”古斯滕建议道。例如，可以提这样的问题：“如果我们依靠的部门总是不能按时交差的话，我们部门到底应该如何在时间更紧迫的情况下完成任务呢？”

    然后，让所有人根据自己的经验补充更多问题。“希望这些问题能把困难谈清楚，以便能着手开始解决它们，”古斯滕说。“你可能已经知道其中一部分问题的答案，也可能不知道，但要拿出‘我的确需要你们的帮助来解决问题’的态度，鼓励人们集体讨论提出方案，这样做有助化解敌对情绪——你自己也可能会从中学到很多东西。”不妨一试。

    反馈：如果你尝试过改变一个单位内的工作方式，你当时如何调动人员积极性，让他们愿意与你共进退？欢迎留言评论。（财富中文网）

    译者：郭延航

    3. Open your mind to other ways of thinking.The more you are open to hearing other people's logic, data, and ideas, and the more you take an interest in how they see and experience the work they're doing, the more readily they'll listen when it's your turn to talk.

    In practical terms, Goulston suggests getting your whole team together for a no-holds-barred discussion of what you're trying to achieve and why they have reservations about how (or whether) they can pull it off. "Make a list of the objections you've heard so far, framed as questions," Goulston suggests. One might be, for example, "How can we meet tighter deadlines when we're depending on other departments that don't always deliver on time?"

    Then ask everyone to add more questions of their own. "You want questions that bring the issues out into the open so you can work on resolving them," says Goulston. "You may already know some of the answers, or you may not. But framing it as 'I could really use your help with this,' and encouraging people to suggest solutions as a group, is very disarming -- and you'll probably learn a lot." It's worth a try.

    Talkback:If you've attempted to change how things get done at work, how did you get people on board with your plan? Leave a comment below.