就拿＂安知鱼＂的最后一个例子来说，在我看来这就是越权，但就像＂静水＂所说，要知会老板，这一点非常重要。
还有我要补充的是，除了掌握＂度＂以外，老板的个性也是一个相当重要的因素，有的老板不喜欢员工take initiatives，这类老板在亚洲公司占多数，这也是我说更适用于亚洲文化的原因。

至于你说的take initiative在我看来都是一些＂自说自话＂的例子，那些人不懂什么叫team。说个例子来解释我所定义的take initiative。以前工作的公司有个SFA大家都非常喜欢，他工作中不断给人惊喜。他经常跑来说：这个process我觉得有改进的空间，如果我们这样这样，可以省去多少工作量，减少多少出错可能性。如果你同意我可以take charge。但我需要什么resource和你的support。这个不是＂自说自话＂，但他想到了老板没有想到的。

唉，无论讨论什么话题，最终总逃脱不了＂盲人摸象＂的套子，每个人的观点和个人的经历是息息相关的。

特别是不完全清楚老板意图的时候, 大可以多做几个options让老板去选, options一定要准备, 说明自己想的到位; decision让老板去做, 打谁拉谁, 老板心里有小九九; 还保护自己。

Are there circumstance, in which one has to stand out to take the responsibility, to do the right thing and thus shift to the grey area of 越权?

You also provided some “bad” examples of taking initiatives which leaves me to wonder: are we talking about the same “Taking Initiative”? Taking initiatives does not equal to lacking of professional judgments.

With good, justified intention, should one’s effort be recognized and appreciated, maybe not always, maybe not directly by the report-to boss? Through your years of being a manager, a leader, have you experienced or observed any positive examples of taking initiatives?

Please don’t stop here. We really need rolians who have moved to management level to share their experiences and insights. I have learned a lot from your post. Thank you.

＂我上的楼来，立刻就把copy扔他脸上了，咆哮已经是我能控制自己的最好方式了。＂ 是不是有点over react 了。声音大就算了，还有身体＂袭击＂啊。HR 不管吗。有理不在声高，我正在修炼再顶火，表面也微笑委婉。