这个概念MS从他的立场而言，还是很有道理的，可以和大家分享一下：

Completed Staff Work

While it has existed in public and private organizations and in various forms, to me Completed Staff Work is the analysis of a problem/opportunity and presentation of the solution in final written form ready for Supervisor approval or disapproval. BASIC CONCEPTS: Problem/Opportunity – Should be clear, concise statement Alternatives – present different methods, procedures with costs/revenue projections, percent of probability or accuracy. Solutions – Best case, Worst case, Best guess The four “Q’s” should be answered: 1. Where are we? 2. How did we get here? 3. Where do we want to go? 4. How are we going to get there? Employee should work out details for themselves: Help Supervisor make decisions Provides answers, not questions Time is valuable – helps better use that time Results in a single document prepared for signature Final Product submitted in Finished Form Results in more work for staff member Accomplishes two things: 1. Supervisor is protected from half-baked ides, voluminous memoranda, and impromptu oral presentations 2. Staff member is more readily able to find a market for their idea DO Consult with other staff members, seek diversity of opinion and objective criticism Study, write and rewrite Correct spelling, punctuation, continuity and logical thought patterns Answer the 5 W’s and 1 H: When? Who? Where? Why? What? How? Submit final copy only DON’T Ask Supervisor what to do when the problem is difficult Worry Supervisor with long explanations and memoranda Submit a rough draft to Supervisor expecting him/her to rewrite the correspondence KEEP IN MIND Writing correspondence does not constitute Completed Staff Work Do not submit an incomplete product “Rough drafts” or “brainstorming” ideas are usually not considered finished product WHEN IS STAFF WORK COMPLETED? It’s completed when you can answer “Yes” to this question: If you were the Supervisor, would you sign the paper and stake your professional reputation on it?

CSW以各种各样的形式存在于各个组织当中，我认为它指的是用完整的书面形式来分析问题和机遇并提出解决方法，以便主管可以很快核准或者驳回。

基本概念：

问题\机遇——应当表述清楚、精确

替代方案——提出不同的方法\程序，包括代价\回报预估，可能性和正确性的几率

解决方法——最好情况、最差情况、最好预期

应当问一下四个问题：

1.       现状如何？

2.       现状如何造成？

3.       目标是什么？

4.       我们怎么达到目标？

员工应当自己设计细节：

帮助主管做决定

提供答案，而非提出问题

时间十分宝贵——帮助更好的利用时间

产出可供核准的简单文档

以完整形式产出成果

让普通员工完成更多的工作

达到两个目标：

1.       主管可以不必面对不完整的想法、大量的备忘录和未经准备的口头简报；

2.       员工可以更有准备的让他们的想法被接受

要做：

咨询其他员工意见，发掘观点的多样性和客观的批评

研究、撰写和重新撰写

校对拼写、标点、连贯性和逻辑思维模式

回答5个W和1个H：

何时？谁？哪里？为什么？什么？怎么？

只提交最终版本

不要做：

当出现难题时问主管如何去做

用冗长的解释和备忘录去烦扰主管

把粗糙的提案交给主管，期待主管修正

牢记在心：

仅仅写一封信不是CSW

不要提交未完成的工作

“粗糙提案”或者“头脑风暴”中的想法通常不被认为是完成的工作

何时员工的工作算完成？

只有当你对以下这个问题回答“是”的时候工作才算完成——

如果你是主管，你会签署这份文件并愿意以你的职业声誉作为保证么