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与产品经理共事

工程师与产品经理之间的关系往往充满不信任和摩擦,原因是双方技能几乎不重叠,且各自无法验证对方的判断。工程师常听到"需求至关重要"却最终被无声取消,产品经理也常被告知"技术上不可能"却最终顺利完成,这种双向失信容易导致关系恶化——产品经理可能用情感操控施压,工程师则可能夸大工时甚至谎报进度。一旦陷入这种恶性循环,关系几乎无法修复。作者建议工程师从四个方面建立信任:理解产品经理的处境(他们也只是被更高层牵着走)、持续提供准确的技术判断、在组织决策上给予对方信任空间,以及接受偶尔的运气因素。与产品经理建立良好信任关系不仅有助于推动项目落地,还能在组织中获得更大的影响力。

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