his manager said that he did great job, it means that I also did a good job to support him.
经过HRD的一番引导培训，10月回来之后，对自己的思维及行为方式进行了反思。也认真的考虑了领导的需求，将领导作为一个和我一样有需求的人来看，而不是将他看做是一个挡在我项目管理路上的绊脚石、看做一个可以用作推动项目的工具、或者觉得他是在我的项目管理中无关紧要的东西。同时也理解了领导的处境，比如对于一个强势手下的忌惮；新官上任想烧上三把火；想表现自己的欲望。但是，在同一个项目中，虽然自己跳出盒子了，可领导还是在盒子里，笔者也在思考着该如何将自己的领导带出盒子。 后来又有一次他让我和他换办公室，笔者和总经理也曾经深谈了几次，笔者明确的告诉他：“我做工作的原则是让自己的领导在他的领导面前好看，我做好我的工作，就说明领导对我管理有方，如果领导的领导夸领导的工作做得好，那说明我对领导的支持足够。”
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
这样的冲突还是有很多次，然而时间不负有心人，尤其是尽力让自己在盒子外面思考问题的时候，和总经理间的这种冲突就减轻了很多，因此对于项目的总体掌控也就顺利了很多，当团队成员需要支持的时候，笔者也可以站出来和总经理沟通并争取支持并得到他的支持了。在这个项目上和总经理的冲突及意见分歧还是有的，但是当我将他当做人而不是物体来看之后，项目工作顺利了很多.
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，这个项目在09年5月份顺利的提交了PPAP，在9月份顺利的进入了量产并结束了项目。在以后的所有项目中，无论是对外部客户，供应商，内部团队成员以及需要给项目提供有力支持的领导，笔者都尽力跳出盒子看问题，项目也自然顺利了很多。
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