如果你是公司内的普通员工，当与其他部门员工协作过程中遇到问题时你会如何处理呢？是努力尝试去沟通解决还是转而求助于部门领导让领导去解决呢？
又或你是公司内的中层管理人员，当你的下属与其他部门员工在协作遇到问题时， 你是希望他直接尝试沟通解决还是希望他求助于你，让你与其他部门上司去沟通解决呢？
做为公司的职员，我们都会遇到过类似问题，这种情况下你是如何选择的呢？
信息在企业内部流通l理论上有两种方式，最常见的方式是通过行政管理系统沟通，这意味着你总是需要通过你的上级来沟通，这种方法最大的问题就是效率问题。
在行政管理系统下，你要先于你的领导沟通，你的领导再和部门领导沟通，部门领导又去和其他部门领导交流，其他部门领导再把事情安排给自己团队的某位员工，然后信息还要返过来再走一遍，这种做法充满着官僚主义的做法，效率低下。
问题快速解决需要的是一个部门人员能够直接和另一部门人员沟通，然后完成任务。
显然，我们已经看出第二种方式才是信息在公司沟通中最有效的方式。
但是要想让这种文化在公司里生长，公司高层就该倡导相应的文化。
下面就让我们看看马斯克在特斯拉内部所倡导的沟通文化吧，我们不得不慨叹，伟大的公司自有其伟大之处。
Elon Musk on Communication Within Tesla
Subject: Communication Within Tesla
There are twoschools of thoughtabout how information should flow within companies. By far the most common way ischain of command, which means that you always flow communication through your manager. The problem with this approach is that, while it serves to enhance the power of the manager, it fails to serve the company.
Instead of a problem getting solved quickly, where a person in onedept talks to a person in another dept and makes the right thing happen, people are forced to talk to their manager who talks to their manager who talks to the manager in the other dept who talks to someone on his team. Then the info has to flow back the other way again. This is incredibly dumb. Any manager who allows this to happen, let alone encourages it, will soon find themselves working at another company. No kidding.
Anyone at Tesla can and should email/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager's manager without his permission, you can talk directly to a VP in another dept, you can talk to me, you can talk to anyone without anyone else's permission. Moreover, you should consider yourselfobligatedto do so until the right thing happens. The point here is not randomchitchat, but rather ensuring that we execute ultra-fast and well. We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility.
One final point is that managers should work hard to ensure that they are not creating silos within the company that create an us vs. them mentality orimpedecommunication in any way. This is unfortunately a natural tendency and needs to be actively fought. How can it possibly help Tesla for depts toerect barriersbetween themselves or see their success as relative within the company instead of collective? We are all in the same boat. Always view yourself as working for the good of the company and never your dept.
Thanks,
Elon
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