????格洛特咨詢(xún)公司（Grote Consulting）董事長(zhǎng)迪克?格洛特表示,，實(shí)際上，公司可以采用競(jìng)賽的方式來(lái)鼓勵(lì)人們通力合作,。格洛特曾與百事可樂(lè)公司合作過(guò),。他表示百事可樂(lè)公司管理層的做法是,，員工的年終獎(jiǎng)有40%要取決于他們是否幫助有前途的同事獲得良好發(fā)展。格洛特稱(chēng),，如果把與同事的合作也作為評(píng)價(jià)員工的標(biāo)準(zhǔn)，人們就會(huì)彼此協(xié)作,。

????格洛特聲稱(chēng),，末位淘汰制和其他競(jìng)爭(zhēng)性措施的好處之一是，公司管理者們不得不對(duì)員工進(jìn)行評(píng)估,，而很多高管在這一點(diǎn)上做得并不好,。

????可選擇的方式有很多。企業(yè)并不一定都要鼓勵(lì)員工爭(zhēng)當(dāng)合伙人,。全球咨詢(xún)集團(tuán)漢彬洲公司（North Highland）首席執(zhí)行官丹?瑞爾敦稱(chēng)：“如果我們實(shí)行‘不升職就離職’的模式,，可能有些最出色的咨詢(xún)師會(huì)被迫離開(kāi)?！?/p>

????漢彬洲公司的做法是讓優(yōu)秀的咨詢(xún)師安心做咨詢(xún),，由其他人擔(dān)負(fù)通常由合伙人承擔(dān)的銷(xiāo)售額等任務(wù)。瑞爾敦還表示,，公司的所有員工都擁有股權(quán)而不僅僅局限于合伙人,。“同事間擁有更多情誼是我們公司文化核心內(nèi)容的一部分,。我們希望員工們都能關(guān)注客戶(hù)的成功,，而不是個(gè)人的成功?！?/p>

????考慮是否要鼓勵(lì)內(nèi)部競(jìng)爭(zhēng)時(shí),，文化其實(shí)是最重要的因素。塞利諾表示,，管理者總是希望能找到最好的經(jīng)驗(yàn)和方法,，有些公司可能會(huì)采用末位淘汰制的方法?！坝行┕静捎眠@種做法獲得了成功,，但如果希望移植這種做法，則不見(jiàn)得一定會(huì)奏效,，甚至有可能搞砸,。”

????緩解公司激烈的內(nèi)部競(jìng)爭(zhēng)有很多辦法可循,，但是,，要把一家公司的內(nèi)部環(huán)境從彼此協(xié)作轉(zhuǎn)變?yōu)闅埧岣?jìng)爭(zhēng)卻很難做到。而且,，鑒于很多公司都已經(jīng)從集中力量,、通力合作中嘗到了甜頭,，他們不見(jiàn)得會(huì)這么干。

????譯者：李玫曉/汪皓

????But companies can actually use a competition to encourage a collaborative environment, says Dick Grote, chairman and CEO of Grote Consulting. Grote has worked with PepsiCo (PEP), and he says management there bases 40% of an employee's annual bonus on how well he or she helps promising colleagues develop their careers at the company. People will collaborate when they're ranked on how well they work with others, Grote says.

????Grote claims that one of the benefits of forced ranking and other competitive measures is that it compels managers to actually assess their employees, which many top executives don't do well.

????But there are other options. There's nothing that says firms have to be structured to encourage everyone to strive for partner. "In an up–or-out model, the best consultants in the world get pushed out," says Dan Reardon, CEO of global consulting group North Highland.

????Reardon's firm takes a different approach, and allows good consultants to keep their jobs as consultants, while other people focus on responsibilities that typically fall to partners, such as sales. Also, Reardon says, all employees, not just partners, have equity in the company. "Part of the core of our culture at North Highland is to have more camaraderie. We want everybody focused on client success, not individual success."

????Culture is actually the most important factor when considering whether or not to encourage competition. Executives are always looking around for the best practices out there, says Serino, and some could consider forced ranking: "It's easy to become enamored of perceived success, but then when you try to transplant it, it potentially can get botched."

????While there are ways to take the edge off of a business that has a fiercely competitive environment, it's very difficult to turn a company that isn't cutthroat into one that is. And given the benefits many companies are finding from focusing on collaboration, you probably wouldn't want to anyway.