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As managers, we tend to like to work with people who agree with us, who are easy to work with, who don’t directly challenge us. While this is natural, it’s not always optimal. The path of least resistance isn’t always the path to most productivity. 作为管理者，我们往往都喜欢与这一类人共事：意见一致、易于相处以及不会直接和我们叫板。虽然喜欢这种人是很自然的事情，但并这不总是一种最理想的状态。阻力最小，成效却并不总是最高。 This line of thinking was brought to mind recently when I retweeted a brief Harvard Business Review Management Tip on “ How to Manage Someone You Don’t Like, ” describing concisely the need to keep in check your own frustrations and biases when managing in such circumstances. (It was based on a longer article of the same title from this August by HBR Contributing Editor Amy Gallo.) 最近，这种思路让我回想起我在推特上转发的《哈佛商业评论》（Harvard Business Review）“看下属不顺眼怎么办（How to Manage Someone You Don’t Like）”一文的摘要，这篇文章简要介绍了在这种情况下进行管理时，克制你个人的沮丧和偏见的必要性。（这篇文章根据《哈佛商业评论》特约编辑艾米·盖洛今年8月发表的一篇篇幅较长的同名文章撰写。） | 
