这是一个已讨论多年的老题目了:应该是外行领导内行,还是内行领导、专家当头?本来我也没有什么可说的,但近年来事出意外,也算作为内行当过一两任所谓单位领导,觉得以亲身经验也可以对科研单位的情况说上两三句。如果一个内行,当上领导后,不再(或很少再)搞原来的专业行当了,全心全意利用原有知识去当好领导,管理好自己的单位,也就是说,准备从“内行”转为管理专家了。那么我觉得这样的内行管理,也许不失为一种良策。不过,不少所谓的内行与专家,对原来从事的业务本身,会是很在行、很用心,能出成绩的;可是常常也会是很酷爱,舍不得丢掉的。于是,请他们当领导去管理,即使自己本来就有管理工作方面的天赋、素质与训练, This is an old topic that has been discussed for many years. Should it be an outsider’s leader or expert leader or an expert leader? Originally, I did not have anything to say. However, in recent years, I have been involved in one or two so-called accidents Unit leadership, I feel that first-hand experience can also say two or three sentences on the situation of scientific research units. If an expert, when the leadership, no longer (or rarely) to engage in the original professional business, and wholeheartedly use the original knowledge to be good leaders, manage their own units, that is, ready to switch from "Become a management expert. So I think this kind of internal management, may well be a good policy. However, many so-called experts and experts who are engaged in the business themselves will be very committed and attentive to their achievements. However, they often will be very fond of and can not bear to lose. So, let them be the leaders to manage, even if they have inherent management talent, quality and training,