運用團隊流程技術來提高會議效率(二)

Generate Alternatives
The real challenges during this step are to: 1) help people suspend judgmental ways of thinking; 2) help people get out of old ways of thinking about the problem, and 3) separate ideas from personalities (If Bill has identified 10 ideas, no particular idea is so associated with Bill that people feel a need to support or oppose the idea because it is Bill's).
產生選擇
在這個步驟中真正的挑戰是：1. 幫助人們停止不客觀的思維；2. 幫助人們脫離習慣的思維思考問題，3. 將構思和個人色彩分離（如果比爾蓋茨鑒定10構思，沒有特殊的構思是和比爾蓋茨這樣的聯系，那人們感覺需要支持或反對構思因為這是比爾蓋茨的）
Most people who work in the creativity field stress that people need to be in a playful, even joyous, mood to be optimally creative. Some R&D companies even provide water guns, have toys on all the meeting room tables, encourage food fights – anything to get people out of being too adult.

Here are a few of the simpler techniques for generating alternatives:
很多從事創造行業的人逼于壓力而需要變得好玩，甚至高興，心情變得理想的創造力。一些研發人員同伴甚至配備水槍，有些玩具擺在會議桌上，鼓勵勇氣的物質—任何東西不會讓人們感到壓抑。
這里有些關于產生選擇的簡易技巧：
Brainstorming: Get people to generate lots, and lots, of ideas. List them all on a flipchart or whiteboard. Don't permit any eva luative comments (even positive ones). The creative ideas are likely to come after you've flushed out the old ideas, so push for quantity.
集體討論：讓人們產生很多很多的構思。把他們記錄在快速瀏覽圖或者白板上。不輕易承諾任何評估的意見（甚至確實存在的）。建設性的構思很可能在你擺脫舊思想束縛之后，所以推動為量變。
Analogies (Synectics): Get people to identify options by working through several analogies. "If our organization was a biological system the way we'd solve this problem would be ...." "If it were a virus, we'd ...."
類比法：讓人們通過一些類比后鑒別（他們的）選擇。如果我們組織是一個生物系統，這些我們解決問題的方法可能…，如果它是病毒，我們會…
"If I had My Druthers" Fantasy: Create fantasy solutions with no rules or "givens" including physical laws like gravity or market realities. "If I had my druthers we'd all communicate using ESP, and then we wouldn't need..." After several fantasies, talk about ways you could solve the problem in a similar manner while addressing physical or market realities, i.e. use cell phones instead of ESP.
“如果我有我的選擇”幻想：沒有規則的產生幻想來解決或者“給予”包括物理定律如低下吸引力或者市場規律。“假如我有我的選擇，我們大家已經用ESP溝通，且我們可能不需要…”在一些幻想后，講述些你可以解決問題的簡單方法，例如使用移動電話代替ESP。
eva luate Alternatives
If you use the techniques described above for generating alternatives, your problem is likely to be that you've generated so many alternatives that you don't know how to eva luate them in a timely manner. Sometimes it is even worthwhile to put off the eva luation for a follow-up meeting so you can have a work group do some analysis of the alternatives between meetings.
評估選擇
如果你使用一些技巧來描述上面的選擇產生，你的問題可能是你已經有了很多選擇，但你不知道如何去用及時的方法評估他們。有時候甚至值得推遲跟進的會議去評估，所以你可能有一個工作組在會議上做一些分析。
Here are a few techniques for eva luating alternatives during meetings:
這里有些技巧供會議期間對選擇作出評估：

Straw-votes: If you are eva luating a list of brainstorming ideas, one of the quickest ways to get a reading on which items justify group discussion time is to give every participant a fixed number of colored dots or gummed stars (usually 5-10) and tell them to indicate which ideas they feel deserve further discussion by applying their colored dots/stars to the wall or flip chart sheets, next to the item. Typically they can use their dots anyway they want, e.g. if they want to use all their dots on one item, they can do so. The voting should occur only after everybody understands what is meant by each item, and after similar ideas have been combined (so that votes aren't split between the same idea worded two different ways).
非正式投票：如果你正在評估一系列構思,一條快速的方法得到的一項指標進行小組討論及分享哪個產品證明是給每一個參與者固定數量的顏色點或沖入星體(通常5 - 10),告訴他們,以表明這想法他們覺得值得更深入的討論通過應用他們的顏色點/球星在墻上或白板表,旁邊的項目。他們通常可以使用它們的點無論如何他們想要的,例如如果他們想要用他們所有的點在一件,他們可以這么做。投票應該只出現在大家了解何謂每個項目,經過類似的想法結合(這樣的選票不分別在相同的想法措辭強硬的兩種不同的方式)。

Another variation of straw voting is to have everybody pick the five ideas they think are most significant (or deserve discussion), putting them in rank order. Then they give 5 points to their highest ranked item, 4 points to the next highest, and so on. Record the scores alongside the items.
另一種方法讓每一個人都選擇他們的5個比較好的構思（或者應該討論的），排序。然后給最高分為5分給最好的項目，4分給其次的，如此類推。讓這些分數都寫在相應的項目旁邊。

Straw-voting is a way of reducing the number of items, but it will still leave you with a number of "finalists," and should not be used to choose among them.
草稿式的投票是減少項目的一種方法，但這些依然會存在一組剩下的參賽選手的名單，但這不應該用此來選擇他們
Screening: Sometimes it is possible to screen out ideas by using decision rules related to cost, feasibility, months to bring on line, environmental impact. A rule might be: "total initial investment can't exceed $1,000,000." Having used a screening process on many large-scale decisions I can tell you that screening can reduce the number of options, but it won't make a decision for you. In the final analysis you will need to "formulate" the best solution, often drawing from pieces of the earlier ideas.
帥選：有時候我們需要用基于決策的相關規則成本、可行性、好幾個月才把在線條、自然環境的影響等等來斷定逐步淘汰的方式。但這條規則是最高不能超過1，000，000美元，用逐步淘汰的方法可以逐步減少相關的選擇，但是不會給你一個決定。最好的分析你需要匯總最好的解決

Decision Analysis: There are a number of "decision analysis" techniques that are widely advocated. Most are variants of what is described in academia as "multi-attribute utility analysis." The fundamental concept is to (1) eva luate each alternative based on all critical attributes, e.g. cost, aesthetics, performance; (2) have all key decision makers identify the relative value of each attribute e.g. "cost is twice as important as aesthetics;" and (3) analyze which alternatives best satisfy the weights that have been identified. The answer could be different for each decision maker, because each decision maker assigned a different relative weight to the attributes.
決策分析:這里有一些“決策分析“技術,廣泛提倡。大多數是變體在學術界認為“多屬性效用分析。”基本概念是:(1)每個方案評價基于全部關鍵因素,例如成本、美學、性能;(2)都關鍵決策者的相對價值確定這些屬性的例句。“成本增加一倍,“美學重要(3)的分析指標的權重選擇最好的滿足有被證實。答案可能是決策者的不同而有所區別,因為每個決策者指定一個不同相對重量屬性。
To illustrate, when you choose a new car there are a number of attributes that need to be taken into account: price, roominess, maintenance record, trade-in, and, yes, sexiness. The first job is to establish where each alternative car fits on the scale for each individual attribute. The second task is to weight the attributes, that is, you may think price is relatively unimportant, while you wife thinks it is all-important. Use this analysis to identify areas of agreement and key areas of disagreement. The more sophisticated versions of these techniques will also allow you to do sensitivity analysis, e.g. if we doubled the priority we gave to cost would it change which car we selected?
例如,當你選擇一輛新車有很多因素要考慮:價格、空間、維修記錄,折舊,還有,是的,性感只是。第一件事需要做的每一輛可以選擇的車是有那些屬性的。第二的任務比較屬性,也就是說,你可能不認為價錢較為重要,而你妻子認為這非常非常重要。使用這個分析識別共同喜歡的有多少和主要不一致的在哪里。更為復雜的版本的這些技術也將讓你做的靈敏度分析,例如如果我們的一致的東西都為成本這樣會改變我們選擇車子的決定嗎？

One comment: This kind of analysis can be very useful in identifying the differences in priorities, and understanding which alternatives best match particular priorities. But unless everybody gives exactly the same weights to the attributes, (i.e. your wife and you both give exactly the same weight to cost, performance, maintenance and sexiness – an unlikely event), this kind of analysis will not make the decision for you.
一個評論:這種分析,可以非常有用的識別不同的重點,并盡可能多地了解哪些替代發揮的最好的一場特別的優先順序。但除非每個人都對相同的重量的屬性,(即你的妻子和你倆給完全相同的重量成本、性能、維護和性感只是——不太可能發生的事件),這種分析方法不會作出決定。
Select a Course of Action:
I don't know any magic group process technique that will make decisions for you. That's why you get the big bucks! Some decision makers make decisions based on intuitive "Aha's," while others depend on detailed quantitative analysis.
選擇一種行動方法：
我不知道任何魔力的團隊流程技術工作出決定。這就是為什么你自吹自擂，一些決策者所作的決定,都基于直覺的“性”,而其他的為詳細定量分析。

I do know, from sometimes sad experience, that it is imperative to know who is making the decision. Sometimes it is "the boss." Sometimes it's a consensus decision. Sometimes it's a consensus decision unless the group can't agree, then the boss decides. Any of these approaches can work. What does not work is to have the group think it is making the decision but the boss is really going to make it. Expectations need to be clear and well defined.

我確實知道,從有時也很悲傷的經驗,說,這是迫切需要知道誰作出這個決定的。有時它是“老板。”有時它一致的決定。有時它一致決定若本集團不能同意你的觀點,然后老板決定。任何這些接近能工作。什么不可行,是要有組織認為這是做決定但是老板真的會挺過去的。期望需要明確和概念。
Define the Implementation Plan
This is the stage at which the group thinks through all the tasks to implement your solution, and assigns responsibilities and deadlines for completing them.
定義實施方案
　　這是階段,在這個階段,研究小組認為完成所有這些任務,通過實施你的解決方案,并指定責任,完成期限。

Some of the simpler PERT-charting techniques help groups visualize all the components of a successful plan. This means that the group needs to work on a large white board or even the wall, to be able to visualize all the parts. One meeting center even has magnetized pieces of metal whiteboard, cut in the shape of PERT chart symbols, that will stick to the walls and can even be moved around on the wall.
一些較為簡單的PERT-charting技巧使組織想象所有的部分的一個成功的計劃。這意味著隊伍需要做一個白色的大板或甚至墻上,能夠想象所有的部分。一個會議中心甚至有磁化的金屬片白板、切的形狀,網絡圖將堅持符號城墻環繞移動,甚至可以在墻上。
If you use a SMART Board and digital projector, you can use a flow-chart or project management software application and project it on the whiteboard. As a group you can use all the tools from the software application, then download all your conclusions into a laptop. The Meeting Pro software that comes with your SMART Board also permits you to move items around on the board, without erasing, and has an excellent way of recording assignments, deadlines, etc. You can download all this information into a laptop, then send everybody their assignment lists by e-mail.

Establish Mechanisms for Determining Whether or Not Your Approach is Working
　　如果你使用一個聰明的董事會和數字投影,你可以使用一個集成的應用軟件或項目管理和項目在白板。作為一個群體,你可以使用所有的工具從該軟件的應用,那么你的結論下載到一臺筆記本電腦。會議箴軟件,來與你聰明委員會也允許你搬周圍項目在黑板上,沒有擦除,并已記錄的絕妙方式作業的截止日期等。你可以下載所有這些信息轉化為一個筆記本,然后把每個人都他們的任務清單電子郵件。
　　建立機制,決定是否你的方法是工作
The team needs to define some way of determining whether its plan is, in fact, solving the problem (or is taking advantage of the opportunity) with which it started. When you set up a defined process for eva luating performance you can adjust your plan without getting into the "blame game," (e.g. trying to assign responsibility for failure). Without such a process, the plan usually has to break down completely before anyone will take action. Then you're stuck not only with the original problem, but all the bad feelings and ill-will that result from failure.
這支團隊需要定義一些辦法決定是否計劃就是,事實上,解決問題(或在利用這個機會)”,這是它的開始。當你設置一個已定義過程為績效評估你可以調整你的計劃而不進入責備游戲,”(如試圖指定責任為失敗)。沒有這樣的一個過程,這個計劃通常需要打破有人之前,請完整地采取行動。然后你就被困的修持,不僅僅是和原來的問題,但所有的壞情緒和敵意所導致的失敗。
The Total Quality Management literature describes numerous techniques (pareto charts, scatter diagrams, histograms) for displaying your measurements. But the real issue is deciding what to measure. As James Robinson, then the CEO of American Express, once said: "Employees do what management inspects, not what management expects." The same is true for teams. What you decide to measure is what people will pay attention to.
全面品質管理文獻描述眾多的技巧(帕累托圖表,散射圖表,直方圖),展示你的尺寸。但真正的問題是決定措施。像詹姆斯•羅賓遜的首席執行官就美國運通卡、曾說過:“員工做管理檢查,而不是管理要求。”這同樣適用于球隊。你的決定來衡量是什么人會注意到。
Working on the Walls
Almost all of the techniques described above require recording participants' comments on flip chart sheets posted on walls, or on a whiteboard. Some of my clients have meeting rooms where the entire walls of the room are whiteboard. Groups like to "think big" like this. The only problem is getting the information down from the whiteboard so people can walk away with it. That's the advantage of using digital whiteboards like SMART Board (although I long for the day that SMART Boards cover whole walls, so groups can "think big" yet have the advantage of downloading). The other advantage of the digital whiteboards is that you can project a graphic template of a group process template on the board, have the group fill in the blanks, then download both the template and the group's responses.
工作在墻上幾乎所有的技術要求記錄上述參加者的評論白板紙貼在墻壁,或寫到白板上。我的一些客戶有沒有會議室,整個房間的墻壁上寫到白板上。團體一樣去“認為是偉大的”這樣的。唯一的問題是搜集信息下了白板,這樣大家就可以走了。這是用數字的優勢whiteboards類似智能牌(雖然我渴望著一天覆蓋整個墻壁,聰明的板,這樣的群體可以“認為是偉大的”的優點仍下載)。其他利用數字whiteboards是你可以投射的一個圖形的模板團隊工作程序模板在黑板上,有組織填補空白,然后下載兩個模板和集團的反應。
If you don't have a digital whiteboard, think about laying out your whole process on a large continuous sheet of butcher paper, leaving space for the group's responses. Not only does your butcher-paper template guide the group through the process, but you can fold it up and walk away with it at the end of the meeting.
如果你沒有數字白板,考慮列在一個大的有連續性表格的羊皮紙了展示你整個過程，預留空間給團隊回復。這樣不但可以引導團隊思考流程，同樣可以在會議結束后折疊起來并帶走。

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