Please describe a time when your team, Qi Xin, worked together and used various resources to successfully complete a task.

There used to be a popular joke: three people put a light bulb, one aimed the light bulb at the lamp holder first, and then the other picked up the first person. At this time, the third person began to turn the two people until the light bulb screwed into the lamp holder. Although it is a joke, it contains a simple truth: enterprises often waste labor costs, and what one person should do should be done by two or more people. The result of this will not improve efficiency, but will reduce efficiency. Interpersonal relationships will also become complicated because of the increase of members, resulting in internal friction, which is what we often call social idleness. Moreover, there is an interesting lawn mower paradox, which further illustrates this point: it is easy for ten people to cut a large lawn with a lawn mower, but it is difficult for ten people to design a lawn mower. * * * It is usually simple to engage in manual labor, but it is quite difficult to engage in mental labor. It is easier to gather the strength of many people, but it is more difficult to gather the wisdom of many people. With the continuous refinement of social roles and professional division of labor, the achievement of every goal of an enterprise requires the full commitment of many people rather than one person, which is why the concept of "cooperation" permeates the culture of every enterprise. So, why does internal friction always happen? Why is it so difficult to gather many people to finish a job? This is because there are four obstacles restricting cooperation in the process of full cooperation. 1. Team members lack * * * understanding of the goals, and the team goals are unclear; 2. Team members have different goals; 3. The participation of team members is different; 4. Team members hide their attention. Second, there is a lack of knowledge about work restrictions. Team members can't reach * * * knowledge because they don't have the same understanding and agreement on task execution time, power, responsibility and information. Third, the decision-making process lacks knowledge. Team decision-making sometimes leads to authoritative decision-making or minority obeying the majority, and a few people who dare to speak make decisions. In short, there is no systematic agreement for enterprises to make decisions, which leads to the lack of * * * knowledge among team members. What often happens is that everyone doesn't talk during the meeting, but they are full of complaints when they are implemented. Fourth, poor communication. Conflicts and contradictions among team members are mostly caused by poor communication. When members communicate, they often have a variety of situations, such as poor hearing, interrupting others and value judgment. Only by knowing the four obstacles to full cooperation and purposefully predicting and controlling the emergence of the four obstacles can business operators integrate the wisdom of all people and give full play to the initiative of business members.