In teamwork, conflicts caused by personality differences are a common management challenge. In view of the contradictions that may arise from the straightforward communication style, it is recommended to systematically optimize the management mechanism from the following angles, rather than focusing on regional labels： ###1. Establish communication norms to reduce misunderstandings 1. **Nonviolent communication training**: Carry out communication skills training with full participation, emphasizing the expression framework of "observation-feeling-demand-request". For example, when requesting feedback, first state objective facts ("There are 3 data in the plan that have not been updated"), rather than directly judging ("You are not serious about your work"). 2. **Standardization of feedback mechanism**: Formulate a "Constructive Feedback Guide", which stipulates that it must contain three elements: specific cases, suggestions for improvement, and support resources. The R&D department can pilot the "sandwich feedback method" (affirmation + suggestion + encouragement). 3. **Classification of communication channels**: Written confirmation is required for important matters, use of collaboration tools for daily collaboration to leave marks, and face-to-face communication is recommended for emotional communication. ###2. Reconstruct the conflict management process 1. **Conflict hierarchical response mechanism**： -Level 1 (disagreement of views): The project team leader presides over a structured debate and requires all parties to provide data support -Level 2 (emotional confrontation): HR intervenes in mediation and dialogue, using tools such as the "chair change method" -Level 3 (Relationship breakdown): Start the team reorganization evaluation process 2. **Establish a conflict transformation system**: Set up a monthly "challenge day" to encourage controlled debate on work issues, and reward outstanding debaters with innovation points. ###3. Optimize the team dynamic structure 1. **Personality matrix configuration**: MBTI or DISC assessment is used to ensure that each team includes three roles: "promoter" (straightforward type), "coordinator" (affinity type), and "analyst" (cautious type) when configuring the project team. 2. **Clarity of decision-making authority and responsibilities**: Establish a clear RACI matrix (who is responsible, who approves, who consults, and who informs) for efficiency issues that forthright personalities are concerned about to reduce friction caused by unclear authority and responsibilities. ###4. Cultural guidance and positive motivation 1. **Set up the "Golden Microphone Award"**: Quarterly selection of the best communication cases to reward employees who can speak up about problems and maintain team harmony. 2. **Leadership demonstration plan**: Management is required to participate in cross-departmental rotation every month to experience the communication pain points of different positions firsthand. 3. **Conflict transformation KPI**: Incorporate the department's conflict resolution efficiency and program adoption rate into the manager's assessment indicators. ###5. Technical support level Introduced AI emotion analysis tools, implanted emotional early warning functions in emails and instant messaging, and automatically prompted "Suggest a change of expression" when adversarial language is detected. It should be emphasized that a 2022 study in the Journal of Management Science shows that the conflict transformation ability of an efficient team predicts performance better than the conflict avoidance rate. It is recommended to shift the management focus from "conflict avoidance" to "constructive use of differences", and to transform different personality traits into innovative motivations through institutionalized design. At the same time, anonymous cultural audits are conducted regularly to ensure that there is no substantial regional bias or communication hegemony.