想要(yào / yāo)從上(shàng)級管理者和(hé / huò)其他(tā)團隊得到(dào)認可與支持、獲取資源總是(shì)一(yī / yì ／yí)件有挑戰的(de)事情。畢竟對于(yú)他(tā)們而(ér)言，我們是(shì)缺乏甚至是(shì)沒有權力可以(yǐ)運用的(de)，說(shuō)服他(tā)們是(shì)必由之(zhī)路，但準備好了(le／liǎo)滿滿的(de)辭藻，結果卻讓人(rén)失望郁悶。其中緣由其實也(yě)很簡單，有些是(shì)别人(rén)聽不(bù)懂，有些則是(shì)别人(rén)不(bù)願意聽。并不(bù)是(shì)你說(shuō)的(de)越多，效果就(jiù)越好的(de)。俗話說(shuō)，少就(jiù)是(shì)多。話不(bù)在(zài)多少，在(zài)點子(zǐ)上(shàng)最重要(yào / yāo)。

     Obtaining support and resources from superiors and other teams is always challenging because we lack or have limited authority, and consequently persuasion becomes the only way. But despite preparing impressive rhetoric, the results often disappoint. The crux to the problem is quite simple: in some cases, misunderstanding happens, and in other ones, our audience are unwilling to listen. The length of the speech does not matter more than the precision of it. As the saying goes, less is more. Following is some of the most important elements that makes up a persuading argument.

       首先必須要(yào / yāo)合乎邏輯，而(ér)且是(shì)對方的(de)邏輯。有時(shí)自己想得很有道(dào)理的(de)事情，對方卻死活不(bù)願意接受，其關鍵就(jiù)是(shì)并沒有站在(zài)對方的(de)邏輯角度去思考和(hé / huò)表達。其次是(shì)要(yào / yāo)關注對方的(de)情緒，采取因人(rén)而(ér)異的(de)表達方式。不(bù)知道(dào)從何時(shí)起，我們特别願意把“對事不(bù)對人(rén)”挂在(zài)嘴邊，然而(ér)這(zhè)樣的(de)說(shuō)法，卻成了(le／liǎo)很多人(rén)我行我素，不(bù)考慮對方感受的(de)借口。說(shuō)服他(tā)人(rén)卻不(bù)考慮他(tā)人(rén)，這(zhè)種矛盾的(de)做法又如何能夠成功呢？再者就(jiù)是(shì)要(yào / yāo)會講故事，講故事并不(bù)是(shì)要(yào / yāo)我們講的(de)像演說(shuō)家那樣繪聲繪色甚至聲淚俱下，而(ér)是(shì)要(yào / yāo)把抽象的(de)道(dào)理變成具象的(de)事件，這(zhè)才能夠讓人(rén)更好的(de)理解和(hé / huò)産生共鳴。最後則是(shì)要(yào / yāo)努力讓對方覺得這(zhè)件事情很重要(yào / yāo)：做這(zhè)件事情究竟有什麽意義？意義如果能夠和(hé / huò)對方内心認同的(de)、期待的(de)相關聯，就(jiù)可以(yǐ)最有效地(dì / de)觸動對方。

     First and foremost, it must be logically sound and aligned with the other party's logic. Sometimes, what seems reasonable to us may be rejected outright by the other party because we fail to empathize and express our viewpoint in others’ shoes.
     Next is to pay attention to the other's emotions and adopt a personalized approach in our expressions. We tend to emphasize that we "focus on the issue, not the person" in our argument, but this notion has led many to become self-centered and disregard the feelings of others. How can we expect to succeed in persuading others when we fail to include their perspectives? 
     Moreover, storytelling is crucial. However, it does not require us to be professional storytellers capable of painting vivid pictures or evoking deep emotions. Instead, we should pay attention to transforming abstract principles into tangible events, which enables better understanding and resonates with others. 
      Finally, it is important to strive to make the other party feel that this matter is important. If we can relate our core intention to what the other person genuinely identifies with and desires, it will be the most effective way to trigger a response from them.