Regarding how to avoid self-serving behavior of members in team management, the key lies in the establishment of effective systems and cultural orientation, rather than preset judgments on individuals based on regional labels. The following provide specific recommendations, which are applicable to the management of all team members： --- ### **1. Clarify rules and values and weaken individual differences.** -**Establish clear team rules**: Through clear performance appraisal standards, division of responsibilities and collaboration processes, ensure that the behavior of all members is well-followed. For example, when breaking down team goals into individual tasks, it is necessary to clarify how each person's contribution is linked to collective results. -**Convey a ”win-win" culture**: Through training and daily communication, emphasize the consistency of personal interests and team interests. For example, a “project dividend system” can be introduced to make members aware that selfish behavior will directly harm their own earnings. --- ### **2. Turn ”savvy" into a team advantage** -**Ability to use resource integration**: The “shrewdness” in the business culture of Zhejiang and other places is often manifested as resource utilization efficiency and collaborative network construction ability (such as the “holding group” tradition of Zhejiang merchants). Managers can guide members to use this trait in areas such as team resource sharing and external cooperation expansion. -**Design incentive and compatible mechanisms**: For example, set up a bonus pool based on the overall performance of the team, or require members to rate each other in the project, so that personal interests are deeply bound to the success of the team. --- ### **3. Practical strategies to prevent selfish behavior** -**Transparent decision-making and information synchronization**: Reduce information asymmetry through regular meetings, sharing of documents, etc., and avoid vicious competition caused by suspicion. -**Cross-collaboration and role rotation**: Let members assume different roles (such as leaders and supporters) in different projects to enhance their understanding of team values. -**Timely intervention in negative behaviors**: Formulate clear disciplinary measures for behaviors such as encroachment on resources and shirking of responsibilities, and convey a “zero tolerance” attitude through case analysis sessions and other forms. --- ### **4. Avoid the misunderstanding of regional labels** -**Focus on behavior rather than origin**: Selfishness is a potential problem in human nature and has nothing to do with geography. Managers should evaluate members based on specific behaviors rather than stereotypes, such as objectively reflecting collaborative attitudes through 360-degree assessments. -**Give full play to the value of diversity**: The combination of members from different backgrounds can often stimulate innovation, and the focus is on guiding complementarity rather than opposition through institutional design. --- ###**Case reference** Local companies in Zhejiang, such as Alibaba's "China Supply Railway Army“ team culture, have transformed personal abilities into team combat effectiveness through ”mentoring system“ and ”group competition mechanism" and other designs. Its core is not to suppress individual traits, but to make “savvy” serve collective goals through rules. --- **Summary**: The core of team management lies in “guiding human nature with rules”, not trying to change human nature. Align individual rationality with collective interests through institutional design, and members of any geographical or cultural background can become part of an efficient team.