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]

职场中，摩擦与冲突无法避免。员工因薪资不满与领导僵持，要么领导妥协"破例加薪"，要么员工憋火"消极怠工"； 跨部门协作时目标分歧，要么A部门妥 协"牺牲利益"，要么B部门强硬"各干各的"。 一、什么是"第3选择"？—— 跳出"非此即彼"的思维陷阱 科维在《高效能人士的七个习惯》中，将"第3选择"视为最具突破性的原则。它的核心是：面对冲突时，不执着于"我的方案"或"你的方案"，而是共同创 造"我们的方案"。 如果企业管理者选择逃避，就会屈服并满足员工的需求。冲突解决专家把这种做法视为"和解"，但它往往只会产生更多的问题，这可能是对其他员工的不公 平，你开了一个不好的先例，让这个员工对下次加薪谈话有了期待。或者有的管理者会选择对抗。对抗有很多种方式： 贬低："你跟别人拿一样的钱。"这样的回答就是把员工视为机器：你是一个工作的人，跟其他工作的人没什么两样。 奉承："你是位很有价值的员工，我们希望可以为你提供更好的待遇。"这种答复可能会稍稍缓和气氛，但这种虚情假意的废话在大多数语境里都被认为是在 骂人。 妥协："我不能给你加薪，但我可以让你每周五提前半小时下班。"这种斗争的结果就是双输。雇主输掉了半小时的员工服务，员 ...