如果出现问题，要在两个层面进行讨论：（1）机器层面（该结果怎样产生）；（2）案例层面（如何应对）。

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不要仅仅就如何具体应对进行案例层面的讨论，因为这是微观管理（你是在做你手下员工该做的工作，他们会错误地觉得没什么大不了）。要进行机器层面的讨论，弄清楚事情应该怎么样才是正确的，并探究为什么没有朝着正确方向发展。如果你急于确定应对策略，你必须告诉你的手下该怎样做，要确保解释清楚你想怎么做以及相关原因。

When a problem occurs, conduct the discussion at two levels: 1) the machine level (why that outcome was produced) and 2) the case-at-hand level (what to do about it).

Don"t make the mistake of just having the case-at-hand discussion, because then you are micromanaging (i.e., you are doing your managee"s thinking and your managee will mistakenly think that"s okay). When having the machine-level discussion, think clearly how things should have gone and explore why they didn"t go that way. If you are in a rush to determine what to do and you have to tell the person who works for you what to do, make sure to explain what you are doing and why