《流程规划师》宅二狼

3、The Birth of the Process Planning Working Method: The Most Challenging Working Experience in My Life 下列文章发

　　I have worked for a period of time in the Government agencies for COVID-19 prevention and control in Huadian City, Jilin City, Jilin Province (hereinafter referred to as the "Office"), and I will add a brief description of my work during this period to my personal profile later.
　　In this series of articles, I want to explain the great impact this work experience has had on me, that is, how it has given rise to a new working method such as "process planning".
　　I hold the lowest position in the Chinese government department, but for this work experience, my lowest position and title are the key to the birth of the idea of "process planning".
　　Because I am at the lowest level and have no specific work content, I do not need to complete a certain work content regularly, but may help any team that needs manpower to complete their tasks at any time, which allows me to contact, participate in and deeply understand all the specific business of the entire office.
　　This means that I can get detailed information about all work processes, see the work details of all teams, communicate directly with everyone (whether government officials or the public), and deal with the most detailed issues and the most basic data intensively and in large quantities every day, which brings me two difficult-to-measure benefits:
　　First, I am at the lowest level and know all the processes and details, which allows me to see everything that is happening and will happen, and understand its internal logic.
　　As a low-level executor who is lower than everyone else and has to go to whichever team needs help, in the process of work, I can not only see how and what decisions the decision makers of each team make, but also, as the one who has the most basic data, has the opportunity to participate in every work process of each team, and therefore understands all the work details, I can also understand more clearly than others why these decision makers make such decisions, and what impact these decision makers' decisions will have on each team and even the overall work.
　　For example, why these decisions are ultimately successful, why they fail, what to do in which work links to avoid these failures, and so on.
　　Secondly, as the lowest-level employee of the largest, most complex and most comprehensive public service provider in China, I communicate directly with every citizen who receives public services, handle and answer inquiries, complaints and suggestions from the public.
　　This not only allows me to directly see what kind of impact those decisions will have on the public, but also makes me realize that the way and attitude of communication can sometimes affect the results of communication more than the content of communication itself.
　　Some people may say that "attitude determines everything" is not a major discovery, but what if I tell you that through different communication methods, the people being served can give us the help we need?
　　And the fact is even more incredible than this: according to my work experience, the roles of the helped and the helper have never been restricted by identity. In my career, as a provider of public services, I have received help from countless people. People's kindness is certainly one of the reasons for all this, but the right way of communication can promote this identity change at many times.
　　What makes me most happy is that when this identity change occurs, those people are not troubled by it, but feel very happy and satisfied. Getting help while also bringing happiness and satisfaction to the person who provides help often brings me a great sense of accomplishment.
　　Of course, as a service provider, solving other people’s problems is always my greatest source of accomplishment.
　　我曾在吉林省吉林省桦甸市政府新冠肺炎防控机构（以下简称“防控办”）工作过一段时间，稍后我会在个人简介中补充这段时间的工作情况。
　　在这一系列文章中，我想阐述一下这段工作经历对我产生的巨大影响，即它如何催生了“流程规划”这种新的工作方法。
　　我在中国政府部门中担任的职位最低，但对于这段工作经历而言，我最低的职位和头衔正是“流程规划”这一想法诞生的关键。
　　因为我处于最低层，没有具体的工作内容，所以我不需要定期完成某项工作内容，而是可能随时帮助任何需要人力的团队完成任务，这使我能够接触、参与和深入了解整个办公室的所有具体业务。
　　这意味着我可以得到所有工作流程的详细信息，看到所有团队的工作细节，直接和每个人（无论是政府官员还是民众）沟通，每天密集、大量地处理最细节的问题和最基础的数据，这给我带来了两个难以衡量的好处：
　　第一，我处在最低层，知道所有的流程和细节，这让我看到正在发生的和将要发生的一切，了解它的内在逻辑。
　　作为一个比所有人都低、哪个团队需要帮助就得去的底层执行者，在工作的过程中，我不仅可以看到各个团队的决策者是如何做决定、做了什么决定，而且，作为掌握最基础数据、有机会参与各个团队的每一个工作流程、因而了解所有工作细节的人，我也能比别人更清楚地了解这些决策者为什么会做出这样的决定，这些决策者的决策会对各个团队乃至整体工作产生什么影响。
　　比如这些决策为什么最终成功了，为什么会失败，在哪些工作环节该怎么做才能避免这些失败，等等。
　　其次，作为中国规模最大、内容最复杂、服务最全面的公共服务提供者的基层员工，我直接与每一位接受公共服务的公民沟通，处理和解答公众的问询、投诉和建议。
　　这不仅让我直接看到那些决策会对公众产生什么样的影响，也让我意识到沟通的方式和态度，有时候比沟通内容本身更能影响沟通的结果。
　　有人可能会说“态度决定一切”并不是什么重大发现，但如果我告诉你，通过不同的沟通方式，被服务的人能给予我们所需要的帮助呢？
　　而事实比这更不可思议：根据我的工作经历，被帮助者和帮助者的角色从来都不受身份的限制。在我的职业生涯中，作为公共服务的提供者，我得到了无数人的帮助。人们的善良固然是这一切的原因之一，但正确的沟通方式在很多时候也能促进这种身份的转变。
　　最让我高兴的是，当这种身份转变发生时，那些人并没有因此而感到困扰，反而感到非常高兴和满足。得到帮助的同时，也给提供帮助的人带来快乐和满足，常常会给我带来很大的成就感。
　　当然，作为服务提供者，解决别人的问题永远是我最大的成就感来源。