Group 1 - The core idea of the article revolves around the concept of the "Third Option," which emphasizes finding collaborative solutions in conflicts rather than engaging in zero-sum games [1][5][13] - The case of ByteDance illustrates how a product team and a technical team resolved their conflict by breaking down a feature into three versions, leading to unexpected user approval and collaboration [1][3] - The "Third Option" is contrasted with traditional approaches to conflict resolution, which often involve compromise or confrontation, highlighting the potential for creating greater value through collaboration [3][5] Group 2 - The article discusses the "Four Steps to Collaboration" as a practical guide to implementing the "Third Option" in workplace conflicts [6] - The first step involves inviting the other party to explore a better solution together, signaling a willingness to cooperate [7] - The second step focuses on defining mutually recognized success criteria to ensure that both parties have a clear understanding of what constitutes a win [8] - The third step encourages brainstorming without limitations to generate creative solutions [9] - The final step is to confirm the collaborative solution and take action, ensuring it meets the established success criteria [10] Group 3 - The article warns against the "GET Trap," which refers to the pitfalls of focusing on personal gain, being controlled by emotions, and defending one's territory, ultimately hindering collaboration [12] - It emphasizes that the essence of the "Third Option" lies in improving communication and overcoming limited thinking, rather than competing for scarce resources [13] - The article concludes by reiterating that true success in conflicts comes from creating win-win situations, rather than viewing life as a zero-sum game [13]

Core Viewpoint - The successful launch of the T3 terminal at Xining Airport marks a significant milestone in the development of a modern transportation hub, showcasing the effective air traffic management and operational coordination by the Civil Aviation Qinghai Air Traffic Control Bureau [1][3][7] Group 1: Operational Readiness - The first flight from the T3 terminal took off smoothly on August 7, indicating the successful transition to the new facility [1] - The air traffic control bureau implemented a comprehensive support system characterized by "zero errors, high efficiency, and strong collaboration" to ensure the terminal's operational readiness [1][3] Group 2: Coordination and Planning - The bureau's leadership proactively planned and coordinated efforts to address challenges related to the operational mode switch, parameter changes, and increased flight volume due to the T3 terminal's opening [3][5] - Detailed ground operation plans were developed, including specific taxiway paths for different aircraft types to ensure safety and efficiency during ground operations [3][5] Group 3: Safety and Risk Management - Prior to the terminal's opening, the air traffic control bureau conducted multiple simulations to identify potential conflict areas and optimize operational procedures [5][7] - The meteorological department provided timely weather updates and forecasts during the transition period, ensuring effective communication with airport and airline companies [7] Group 4: Future Developments - The Civil Aviation Qinghai Air Traffic Control Bureau aims to continuously optimize operational processes and enhance collaborative mechanisms to provide safer, more efficient, and smarter air traffic services [7]

Core Viewpoint - The merger between Geely Auto and Zeekr Smart Technology marks a significant step in the consolidation of China's electric vehicle industry, transitioning from "barbaric growth" to "stock competition" and aiming to enhance competitiveness through resource restructuring and strategic collaboration [1][2]. Group 1: Merger Details - Geely Auto has signed a merger agreement with Zeekr, resulting in Zeekr's delisting from the NYSE and becoming a wholly-owned subsidiary of Geely [1]. - Geely previously held 65.7% of Zeekr's shares and will acquire the remaining shares through a combination of cash and stock swap, with a total valuation of approximately 17.2 billion RMB [2]. - The transaction price includes $2.687 in cash per share and a swap of 1.23 shares of Geely's new stock, representing an 18.9% premium over the last trading day [2]. Group 2: Strategic Restructuring - The merger is part of a broader strategy to optimize brand positioning and eliminate overlaps, creating two main groups: Geely Auto Group focusing on the mainstream market and Zeekr Technology Group targeting the high-end luxury electric vehicle market [4]. - This "two-horizontal" layout aims to complement brand positioning, with Zeekr focusing on high-end electric vehicles and Geely Galaxy leveraging hybrid technology for mainstream market advantages [4]. Group 3: Cost Efficiency and Innovation - Geely is implementing centralized management of technology resources and supply chains, establishing a unified research institute to streamline R&D and reduce costs [6]. - Post-merger, R&D costs have decreased by 10%-20%, and supply chain costs have dropped by 5%-8%, leading to faster product iterations [6]. - For example, the development cycle for the Geely Galaxy L7 has been shortened by 30%, with costs reduced by 15%, achieving over 20,000 sales in the first month [6]. Group 4: Strategic Focus and Market Positioning - The "Taizhou Declaration" emphasizes strategic focus, urging companies to move from a broad brand strategy to a concentrated development of smart electric technologies [7][9]. - The merger aims to enhance Geely's market penetration, with the share of new energy vehicles increasing from 52% in 2024 to 73% in 2025, reflecting a 73% year-on-year sales growth [9]. Group 5: Globalization Strategy - The merger allows Geely to adjust its global strategy, combining Zeekr's overseas channels with local manufacturing capabilities, aiming to enter 50 countries by 2025 [12]. - Geely plans to leverage resources from Volvo and Polestar to create a closed-loop system of "Chinese R&D, global manufacturing, and local service" [12]. Group 6: Challenges Ahead - The success of the merger will depend on balancing brand positioning and integrating organizational cultures, as differences in management philosophies may pose challenges [15]. - The pressure from price wars in the electric vehicle market necessitates a careful balance between cost control and product quality to maintain profitability [17].

种种迹象表明，阿里在2023年3月以来的核心架构"1+6+N"的基础上，正在文化建设、重大战略项目上，在一定程度上推进"协同"。 5月9日阿里CEO吴泳铭在内网发帖，明确要内部聚焦关键战役、加大跨部门协同。"项目"模式是正在更频繁出现的一种跨组织灵活协作方法：以二季度阿里 发力的闪购业务为例，围绕闪购业务，阿里组建了横跨饿了么、淘天和集团的项目小组。 闪购只是当下阿里内部这些围绕关键战役组建的项目小组之一。虎嗅了解到，吴泳铭把阿里所有的业务梳理为三大类：电商业务（包括国内国外电商）、 AI+云（包括云业务、通义大模型等）、互联网平台属性业务（电商和AI与云之外的大部分业务）。这三大分类，也被解读为阿里的三大战略方向。而在每 个战略方向之中，集团高层又梳理出若干个关键战役。 虎嗅独家获悉，这些关键战役包括不限于电商板块的即时零售业务、AI与云板块的基础模型以及AI to C产品等。而在不同的关键战役之中，集团的长期评 估维度和寄予的战略期许是不同的，以基础模型为例，集团把"基础模型的影响力"视为最重要维度；而在AI to C产品方面，集团希望可以找到"国民级应 用"的可能性，在这一类产品中更看重"用户维度"。 ...