his manager said that he did great job, it means that I also did a good job to support him.
經過HRD的一番引導培訓，10月回來之后，對自己的思維及行為方式進行了反思。也認真的考慮了領導的需求，將領導作為一個和我一樣有需求的人來看，而不是將他看做是一個擋在我項目管理路上的絆腳石、看做一個可以用作推動項目的工具、或者覺得他是在我的項目管理中無關緊要的東西。同時也理解了領導的處境，比如對于一個強勢手下的忌憚；新官上任想燒上三把火；想表現(xiàn)自己的欲望。但是，在同一個項目中，雖然自己跳出盒子了，可領導還是在盒子里，筆者也在思考著該如何將自己的領導帶出盒子。 后來又有一次他讓我和他換辦公室，筆者和總經理也曾經深談了幾次，筆者明確的告訴他：“我做工作的原則是讓自己的領導在他的領導面前好看，我做好我的工作，就說明領導對我管理有方，如果領導的領導夸領導的工作做得好，那說明我對領導的支持足夠?！?
Thereafter, we still had several conflictions, however, the confliction was less and less after I was trying to think and behave out of box. As a result, there were no major difficulties in handling that project and I could talk to him and get support from him when the team needed it. Admittedly, my GM and I had different thought and confliction on managing a project, however, it made my project management smoothly after I saw him as a people rather than an objective
這樣的沖突還是有很多次，然而時間不負有心人，尤其是盡力讓自己在盒子外面思考問題的時候，和總經理間的這種沖突就減輕了很多，因此對于項目的總體掌控也就順利了很多，當團隊成員需要支持的時候，筆者也可以站出來和總經理溝通并爭取支持并得到他的支持了。在這個項目上和總經理的沖突及意見分歧還是有的，但是當我將他當做人而不是物體來看之后，項目工作順利了很多.
Finally, the project had been PPAP in May 2009 and been in SOP in September. Since then, I was trying to see issues out of box when I handled other projects, I see customers, vendors, team members and the managers whom I need support for my project as people and it facilitates my project management.
最后，這個項目在09年5月份順利的提交了PPAP，在9月份順利的進入了量產并結束了項目。在以后的所有項目中，無論是對外部客戶，供應商，內部團隊成員以及需要給項目提供有力支持的領導，筆者都盡力跳出盒子看問題，項目也自然順利了很多。
Hence, if we can be out of box when we manage projects and see all stakeholders as people instead of objective, we will get feedback from people, instead of re