每日原则：报告路线和职责描述要尽可能清晰
这个要求适用于一个部门内部，也适用于部门之间。双重汇报会造成混乱，打乱优先级，使工作目标不清晰，模糊监督和问责关系，特别是听取汇报的人身处不同部门时。在需要双重汇报时，管理者应当知情。严禁不与其他部门的管理者协商而擅自调用该部门人员完成某项任务（除非该任务耗时在1小时左右）。但是，在一个部门或下属部门任命联合管理者对工作也有好处，只要两位管理者能达成共识，并能优势互补。在这种情况下，如果联合管理者协调得当，双重汇报会有较好的效果。
This applies both within and between departments. Dual reporting causes confusion, complicates prioritization, diminishes focus on clear goals, and muddies the lines of supervision and accountability — especially when the supervisors are in two different departments. When situations require dual reporting, managers need to be informed. Asking someone from another department to do a task without consulting with his or her manager is strictly prohibited (unless the request will take less than an hour or so). However, appointing co-heads of a department or a sub-department can work well if the managers are in sync and combine complementary and essential strengths; dual reporting in that case can work well if properly coordinated.
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