Art of Escalation and Relationship - 升级投诉的艺术
纯英文版：
Recently, we found that, some colleagues have to escalate other functional departments due to some causing or needs in daily works. However, before the escalations, they didn't communicate with their line managers, and this may have imposed some negative impacts between different departments.
Therefore, if you do have some needs to escalate other departments, but you are not quite clear how to do, please talk with your line manager firstly. Next we will initiate and nail down proper escalation processes, with reference to some good examples from some good projects.
We need a clear, structured, and symbolized process to ensure the related stakeholders can pay enough attention to the escalations. Our concept is: all the escalations should be communicated with line managers firstly.
In the weekly reports, things like UAT report, should be consistently sent out timely.
Besides, we need ask ourselves whether each team member understand what tasks shall be done with certain time frame. We need make sure we know what reports are must-haves, what communications are needed.
Currently, management team observes that different reports from different communication channels may have gaps in the contents. Nevertheless, we do have approval matrix and check list, we need verify things and and make sure everything on track.
We are not micro-managing and watching what everyone is doing every minute. We are only advocating standardized and professional ways to make important works done. Every colleague need bear in mind that, our team is in the spotlight.
Inappropriate escalations may impair relationships between departments, we shall enhance our capability to manage interdepartmental relationships, this is what we pursuit.
纯中文版：
最近发现有一些同事，因为某些事情会对别的部门进行升级汇报或投诉，但是在这么做之前，这些同事并没有和自己的直接老板进行沟通，这样可能会有一些对部门之间关系的不良影响；
那么，如果你有需要升级汇报或投诉的诉求，但是你又不太清楚该怎么办的，请先和你的直接老板讨论；接下来我们要有发起制定一个升级汇报的流程，可以参照分享某项目升级汇报的案例来制定；
我们需要有一个清楚的结构化的标识，让被升级汇报的有关方能很好的注意到，我们的概念是所有的升级汇报需要先和自己的直接老板进行沟通；
在我们的周报里面，有一些东西是必须要持续发的，比如UAT测试报告之类；
还有，我们每个团队成员是不是清楚什么时间应该做什么事情？我们需要确信自己知道应该做什么样的报告，做什么样的沟通；
目前看上去，不同渠道的跟踪报告是不一样的，但是我们有批准流程，有检查清单，需要去进行跟踪；
我们也不是要管着大家每一分钟在干什么，只是在重大的事情上一定要标准化、专业化，希望大家是一个统一的专业的做法，每个同事都要非常清楚，相对来说我们这个团队是在聚光灯下面的，受到所有人关注。
部门之间不当的升级投诉出现偏差，会造成部门间关系的损害，我们应该增进我们进行部门间关系管理的能力，这是我们的目标。
双语对照版
最近发现有一些同事，因为某些事情会对别的部门进行升级汇报或投诉，但是在这么做之前，这些同事并没有和自己的直接老板进行沟通，这样可能会有一些对部门之间关系的不良影响；
Recently, we found that, some colleagues have to escalate other functional departments due to some causing or needs in daily works. However, before the escalations, they didn't communicate with their line managers, and this may have imposed some negative impacts between different departments.
那么，如果你有需要升级汇报或投诉的诉求，但是你又不太清楚该怎么办的，请先和你的直接老板讨论；接下来我们要有发起制定一个升级汇报的流程，可以参照分享某项目升级汇报的案例来制定；
Therefore, if you do have some needs to escalate other departments, but you are not quite clear how to do, please talk with your line manager firstly. Next we will initiate and nail down proper escalation process, with reference to some good examples from some projects.
我们需要有一个清楚的结构化的标识，让被升级汇报的有关方能很好的注意到，我们的概念是所有的升级汇报需要先和自己的直接老板进行沟通；
We need a clear, structured, and symbolized process to ensure the related stakeholders can pay enough attention to the escalations. Our concept is that, all the escalations should be communicated with line managers firstly.
在我们的周报里面，有一些东西是必须要持续发的，比如UAT测试报告；
In the weekly reports, things like UAT report, should be consistently sent out timely.
还有，我们每个团队成员是不是清楚什么时间应该做什么事情？我们需要确信自己知道应该做什么样的报告，做什么样的沟通；
Besides, we need ask ourselves whether each team member understand what tasks shall be done with certain time frame. We need make sure we know what reports are must-haves, what communications are needed.
目前看上去，不同渠道的跟踪报告是不一样的，但是我们有批准流程，有检查清单，需要去进行跟踪；
Currently, management team observes that different reports from different communication channels may have gaps in the contents. Nevertheless, we do have approval matrix and check list, we need verify things and and make sure everything on track.
我们也不是要管着大家每一分钟在干什么，只是在重大的事情上一定要标准化、专业化，希望大家是一个统一的专业的做法，每个同事都要非常清楚，相对来说我们这个团队是在聚光灯下面的，受到所有人关注。
We are not micro-managing and watching what everyone is doing every minute. We are only advocating standardized and professional ways to make important works done. Every colleague need bear in mind that, our team is in the spotlight.
部门之间不当的升级投诉出现偏差，会造成部门间关系的损害，我们应该增进我们进行部门间关系管理的能力，这是我们的目标。
Inappropriate escalations may impair relationships between departments, we shall enhance our capability to manage interdepartmental relationships, this is what we pursuit.
在华外企中英混杂训话版：
最近发现有一些同事，（因为某些事情）会对别的部门进行Escalation，
但是之前并没有和line manager进行沟通，这样可能会有一些对部门之间的Impacts。
那么，如果你有需要Escalation，你又不太清楚的，请先和你的Manager讨论；
接下来我们要有Take lead一个Escalation的Process，可以share某项目Escalation的Sample；
我们需要有一个清楚的Structure，标识，让对方注意，我们的概念是所有的Escalation需要先和Line Manager进行沟通；
在我们的weekly report里面，有一些东西是要发的，比如UAT report；
还有，我们每个team member是不是清楚什么时间应该做什么事情？我们需要Make sure应该做什么样的Report，做什么样的沟通；
目前看上去，不同渠道的Tracking是不一样的；我们有approval matrix/check list，需要去进行Tracking；
我们也不是要管着大家每一分钟在干什么，只是在重大的事情上一定要standardization & Professional，希望大家是一个统一的Professional的做法，每个同事都要非常清楚；相对来说我们是在聚光灯下面的。
很多部门（***）出现偏差会造成部门间关系的损害；我们应该增进我们Relationship管理的能力，这是我们的目标。
