当所有其他方法都失败时，那就对服从进行协商
When all else fails, negotiate for compliance
在极少数情况下，无论我对我的团队尝试了什么外交策略，都不可能通过合作协商达成符合最初目标的解决方案。
In rare cases, no matter what diplomatic tactic I’ve tried with my team, it is not possible to collaboratively negotiate a solution that meets the original goals.
这种情况通常发生在错位的情况下；团队对于要求他们做的内容有不同的看法，他们不同意来自我们的项目发起人的授权。
This situation usually happens when there is misalignment; the teams don’t agree on what they are being asked to do, and they disagree with the mandate from our project sponsor.
我最近在一个客户要求的项目中遇到了僵局。
I recently experienced a deadlock during a project that was being requested by a client.
不幸的是，通过臭名昭著的苛刻以及经常要求难以维护的、定制化的解决方案，这个客户在各团队中的名声都很差。
Unfortunately, this client had a bad reputation with the teams by being notoriously demanding and often requested custom solutions that were difficult to maintain.
两个团队需要合作，才能使我们能够满足最新的“不合理”要求，但这两个团队都不想做这个项目。
Two teams needed to collaborate so we could fulfill the latest “unreasonable” request, and neither of them wanted to do it.
无论我如何提出请求，他们都反复地抵制，我甚至无法让他们开始讨论可能的解决方案，因为他们是如此的强烈反对。
They repeatedly resisted no matter how I posed the request, and I couldn’t even get them to begin to discuss possible solutions because they were so opposed.
不管这两个团队的感受如何，完成这项工作取决于我。
Regardless of how the teams felt, it was up to me to get the job done.
该客户是我公司的重要战略合作伙伴，我们接受我们的高层主管领导的直接命令，以将其实现。
The client was an important strategic partner for the company, and we were under direct orders from our sponsor to make it happen.
为了取得进展，我不得不暂时放弃完全合作的方式，并就服从进行协商。
To make progress, I had to abandon a fully collaborative approach for a moment and negotiate for compliance.
我需要使用强力和权威，让他们超越他们的反对，这样我们才能进入一个更加合作的阶段。
I would need to use force and authority to get them past their objections so that we could move into a more collaborative stage.
我本可以使用我的公司主管领导给我的指示，将其升级到他们的老板那里，并得到他们必须遵守的直接命令，由此强迫他们接受这项工作。
【shove (something) down (one's) throat：To force, compel, or attempt to make one accept, endure, consider, or agree with or to something. 强迫强迫或试图使某人接受、忍受、考虑或同意某事。】
I could have just shoved it down their throats by using the directive I had been given from my executive sponsor to escalate to their bosses and get a direct order they would have to follow.
然而，我想以一种让我的团队感到受尊重而不是被强迫的方式行事。
However, I wanted to act in a way that made my team feel respected, not bulldozed.
我也需要为未来的那些项目与他们保持积极的工作关系。
I also needed to preserve a positive working relationship with them for future projects.
在《永不折中》一书中，联邦调查局谈判代表克里斯·沃斯提出了一种不寻常的技巧：当你知道你的对手会讨厌你不得不说的那些话，而你必须找到一种方法让他们无论如何都同意你的意见时，这种技巧很适合这种情况。
In Never Split the Difference, FBI negotiator Chris Voss suggests an unusual technique that works well for this type of scenario when you know that your counterparts are going to hate what you have to say but you have to find a way to get them to agree with you anyway.
这种技巧被称为指控审计【旁听】。【老付也不知道译为审计好，还是旁听好。见下文所述场景和举例。】
The technique is called an accusation audit.
本质上，你用人们正在思考的所有可怕的事情作为讨论的开端，以减少在他们脑海中默默思考的这些指控的刺痛感。
You essentially preface the discussion with all of the horrible things that people are thinking in order to reduce the sting of the accusations that are stewing silently in their minds.
通过首先大声说出这些指控，你承认你已经听到了这些担忧，同时也化解了他们对指控者拥有的权力。
By saying these accusations out loud first, you acknowledge you’ve heard the concerns, and you also defuse the power they hold over the accuser.
所以我开始说：“我知道你不喜欢与这个客户一起工作。我已经听说过这次实施将是次优的，而且很难维护。我知道你们很忙，而且在你们的路线图上还有很多你们更愿意做的其他项目。”
So I began: “I know that you do not like working with this client. I’ve heard that the implementation will be suboptimal and difficult to maintain. I know that you are busy and there are a hundred other items on your roadmap that you would rather be doing.”
我承认，“然而，我们被要求完成这项工作，因为这名客户是我们的战略合作伙伴。我们的高层主管领导要求我们找到一种方法。我们能否克服反对意见，就最不具攻击性的解决方案展开共同合作？”
I acknowledged, “However, we are being asked to get this done because this client is a strategic partner to us. Our sponsor is asking us to find a way. Can we please move past the objections and collaborate together on the least offensive solution?”
他们不喜欢我不得不说的话，但他们也同意继续抵制是无益的。
They didn’t like what I had to say, but they also agreed that it would be unproductive to continue to resist.
这成了一个转折点。
That was the turning point.
在会议剩下的时间里，我们能够聚焦于那些可能的解决方案，并就向前推进的建议达成一致。
The rest of the meeting, we were able to focus on possible solutions and agree on a recommendation to move forward.
指控旁听起作用了。
The accusation audit worked.
未完待续
