When you're still doing tech, the most annoying thing is probably the project manager.
"He doesn't understand anything, and he is still pointing fingers!"
After three or five years, you're promoted and you're in management. You suddenly find that you seem to be idle, and you don't need to do anything, just arrange the technical implementation to the engineers.
"Look, being a project manager is so easy!"
After a month of leisurely wandering, you suddenly remembered that you still have a project. What the inspection engineer handed in was a complete mess, but there was no time to change it. You've been criticized by your superiors, and you still don't know what's wrong.
What to do next time?
No one has taught you exactly how to manage.
You can only imitate what the previous Latest Mailing Database project managers did, keeping an eye on every step of the project. You start arguing with your teammates, working hard all day long, but you don't know what you're doing.
You have become the most hated person ever.
You put technical thinking into management, and that's why you fail.
So, what is the difference between engineer thinking and manager thinking?
I divide the thinking mode into two types, linear thinking and network thinking.
We have cultivated linear thinking since childhood: the teacher asks a question, and the student gives an answer. Such an educational environment has cultivated us into people who are "good at problem-solving, but difficult to ask."
This is why we can imitate foreign products and make them better, but it is difficult to innovate.
Most engineers follow the straight-line thinking that has been cultivated since childhood: if we have a goal, we will go to the goal, rely on the logic and knowledge we have to do it, and we will do it well.
In management, however, straight-line thinking is not feasible. Because we cannot accurately predict the problems that may arise in the project. In many cases, external problems will have a great impact on the progress of the project, and those unknown effects need to be solved in a different way, using network thinking.
So what is network thinking?
Reticular thinking is to use oneself as a bridge of events in the project, pay attention to the changes produced by each event, and organically combine various events in the project.
I compared linear thinking with network thinking and came up with 4 differences:
result-oriented or process-oriented
Focus on the inside or focus on the outside
Logical association or factual association
Intuitive feedback or long-term waiting
1. Result-oriented or process-oriented
You must have seen this story:
In an ancient kingdom, everyone walked barefoot, and many people suffered from stabbed feet because of the stones on the road. One day a minister spread cowhide on the ground so that the king could walk. The king was very happy and ordered that the roads of the whole country should be covered with cowhide, so that it would be convenient for all the people to travel. The minister said that there is no need to be so troublesome, as long as you wrap your feet with a small piece of cowhide.
Other management sciences use this example to warn everyone that it is better to change the environment than to change yourself. And what do you want to change about yourself?
It's about changing the way you think straight.
In linear thinking, everything has a result, and all our work is to achieve that result.
Like exams, each question has its own standard answer. And reaching this standard answer is the result we want.
In the project, we often have a misunderstanding, that is: the purpose of the project (aim) is the result we need.
Try to think back, does every project end up having a different purpose than its original purpose?
The Project Management Body of Knowledge Guide (PMBOK) clearly states: " The uncertainty of a project is greatest during the planning phase of the project life cycle ."