運用團隊流程技術來提高會議效率(一)

 標題: 運用團隊流程技術來提高會議效率
 專業的會議主持人應該具備一些成熟的“團隊流程”技能來幫助你的團隊在會議上更加有效率。這些團隊流程技能必須做到與眾不同。根據研究表明使用團隊流程使得（團隊）更加滿意（會議）結論和更加堅定執行任務. 主持人帶給會議的將是這些技能的知識，更重要的是，在特殊的情況一個易理解的技能的運用和時間上的把握。所以如果你的會議特別的重要，假如你（會議）有很多爭論需要討論，又或者有關鍵人物將參加會議，那肯定地，一個主持人是非常有用的。作為一個主持人來工作我將在會議前做好。所有基本的東西得在說“早上好，今天會議的目的是…”之前布置好。一個有效率的經理識別他或她需要花預定的時間來做這一類主持人常做的會議計劃。
會議的類型，聯系會議的主題，告訴你需要誰參加，哪些相互影響是需要實現會議的目的，和提供來龍去脈來選擇團隊流程技能。

Using Group Process Techniques to improve meeting effectiveness
運用團隊流程技術來提高會議效率

原作者: James L. Creighton              翻譯者:鄭小華

Professional meeting facilitators have developed a number of "group process" techniques designed to help groups work more effectively in meetings. These group process techniques do make a difference. Research has shown that groups that use group process procedures are more satisfied with their decisions and more committed to their implementation.
專業的會議主持人應該具備一些成熟的“團隊流程”技能來幫助你的團隊在會議上更加有效率。這些團隊流程技能必須做到與眾不同。根據研究表明使用團隊流程使得（團隊）更加滿意（會議）結論和更加堅定執行任務。
Does this mean you need a facilitator for your meeting? What a facilitator brings to a meeting is knowledge of these techniques, and even more important, an understanding of which technique is useful in a particular situation and a sense of timing as to when to suggest it. So if your meeting is exceptionally important, if there are major disputes, or if key players need to be participants rather than meeting leaders, then, "yes," a facilitator may be very useful.
這樣說是不是你的會議需要一個那樣的主持人呢？主持人帶給會議的將是這些技能的知識，更重要的是，在特殊的情況一個易理解的技能的運用和時間上的把握。所以如果你的會議特別的重要，假如你（會議）有很多爭論需要討論，又或者有關鍵人物將參加會議，那肯定地，一個主持人是非常有用的。
But most managers are in scores of meetings, maybe hundreds of meetings every month. Senior managers often spend more that 50% of their time in meetings. The reality is that most managers won't have access to facilitators for most meetings. The challenge is to get value from the group process techniques that facilitators use, without always having to have a professional facilitator around to tell you which technique to use.
但是大多數經理需要參加非常多的會議，可能一個月會有數以百計的會議。威望高的經理們一般會花超過50%的時間在會議上。但事實上很多經理不能接受主持人進入好多會議。挑戰在于在通過使用主持人的團隊流程技巧而不是主持人在旁邊告訴你（經理）要使用哪些技巧之中獲得價值。
There are some basic principles you'll need to follow. Otherwise you may find yourself doing something that is the equivalent to using a spreadsheet application when you really need word processing – it may be an absolutely wonderful spreadsheet program, but if it is grossly inappropriate to the task it will impede rather than help the group work effectively.
這有些基本原則需要遵從。否則你可能發現自己做些事情的時候等同于當你真需要輸入文字但是卻使用空格鍵 – 它可能是絕對好的空格鍵，但如果非常的不適合任務，會阻礙而不是幫助提高團隊協助效率。
The secret to avoiding this kind of problem is careful pre-planning of your meeting. I frequently tell my clients that at least 50% of the value I bring to their meetings as a facilitator will come from the work I do before the meeting. All the groundwork has to be laid before the first "Good morning, the purpose of today's meeting is...." An effective manager recognizes that he or she (or someone he/she designates) needs to spend upfront time to do the kind of meeting planning that a facilitator would do.避免這類問題的秘密是細心地做好計劃。我多次同我的當事人說，至少50%的價值我帶給他們的會議，作為一個主持人來工作我將在會議前做好。所有基本的東西得在說“早上好，今天會議的目的是…”之前布置好。一個有效率的經理識別他或她需要花預定的時間來做這一類主持人常做的會議計劃。

Here are some of the issues you need to address during your pre-planning:
這里有一些問題在你的預備計劃中你需要提出：
1. What type of meeting is this?◆◆◆◆
There are a number of very different meeting types, for example:
 Information briefings  Program/project planning or review
 Trust building/team-building  Decision-making 
 Generating new ideas or approaches  Dispute resolution
 Strategic planning  Problem solving/crisis resolution
 Commitment-building  Celebrations
什么類型的會議？
有一些不同類型的會議，例如：
信息匯報 項目/工程計劃或者審核
信任建立/團隊建立  制定決策
孕育新構思或者處理爭議決定
戰略性計劃 問題解決/重要決定
承諾建立 慶祝
The type of meeting, combined with the subject matter, tells you who needs to participate, what kind of interaction is needed to accomplish the meeting purpose, and provides the context for selection of group process techniques.
會議的類型，聯系會議的主題，告訴你需要誰參加，哪些相互影響是需要實現會議的目的，和提供來龍去脈來選擇團隊流程技能。
Many meetings play multiple meeting functions. Agenda Item #1 may simply be an informational briefing, while Agenda Item #2 is a decision-making item, and Agenda Item #3 is a problem-solving item. Your agenda needs to clearly specify what kind of item it is. This tells people; "Here's what we expect from you during this agenda item." When this is not clear, people may engage in dysfunctional behavior even when trying very hard to be a good team player because they don't understand what they are being asked to do.
很多會議扮演著多重的會議功能。議程1可能是簡單的信息匯報，而議程2則是決策確定，議程3是問題解決。你的議程需要清楚的表明是哪種類型。這里告訴大家，這些就是我們通過這些議程對你的預期。當這些不明確時，人們就可能會極力去理解而表現不正常，甚至非常困難去做一個好的團隊成員，因為他們不明白被叫去做什么？
In the future, as various kinds of collaborative technologies becomes common, defining the meeting purpose will be a prelude to the question; "How many senses does this meeting require?" If the purpose of the meeting is trust-building, you probably need a face-to-face meeting with everybody is present in the room (all five senses). If the meeting is strictly informational, you may do better to post the information on the intranet, and let people download it at their own convenience (1–2 senses).
未來，各種各樣的協作技能將會變得很普遍，給會議的目的作出定義將會成為問題的序；這個會議有多少個意義呢？如果會議的目的是信任的建立，那么你很可能會在會議室里面和每個人面對面的進行（所有5種意義）。如果會議僅僅是發布消息，你在內部發布消息應該做得更好，和讓人們很舒適地下載。
Where in the decision-making process are we?
Reaching a decision usually requires a number of discrete steps, such as defining the problem, generating alternatives, and so on. Sometimes those steps all occur in one meeting. But on major decisions these steps are often sequenced over a number of meetings.
在確定決策的時候我們應該在哪呢？
到達決定的時候通常都要通過很多獨立的步驟，例如定義問題，醞釀選擇等等。有時候那些步驟發生在同一個會議，但是主要的決斷這些步驟通常會通過一連串的會議進行確定。
At each step, different behavior is required of participants. So it is imperative that the meeting planner specify where in the decision making process this meeting (or this agenda item) is.
在每個步驟，要求參與者有不同的表態。所以會議計劃人員指出會議在什么時候作出決策或者議程是什么是非常重要的。
There are a number of ways of describing the steps in the decision-making process, but the one I continue to find the most universal is:
 Define the problem or opportunity (may include defining criteria for acceptability or success)
 Generate alternatives
 eva luate alternatives
 Select a course of action
 Define the implementation plan
 Establish mechanisms for determining whether or not your approach is working
有非常多的方法去描述制定決策的步驟，但是有一點我一直覺得最常見的是：
定義問題或者機會（可能包括定義可接受或成功的準則）
產生選擇
衡量選擇
選擇方針
定義完成的計劃
建立無論你是否開始工作的決定的方法
I find it very helpful, particularly among people who work together frequently, to have a clearly defined series of steps that the group uses whenever they make decisions. It doesn't have to be the one above, so long as it works for the kinds of issues people in your organization are addressing. What does matter is that it is used frequently enough so that people develop a common language and common set of expectations for each step in the process. I recommend you post these steps in each meeting room, so that participants can refer to them at a glance.
我發現非常有用，特別對于一些經常在一起工作的人，清晰地定義一系列團隊任何時候作出決策的步驟。什么都不需要做，只要在你的組織里工作你必須要寫入通訊錄。這是怎么回事經常使用它會使人們在進程中每個步驟發展成共同的語言和共同的期待。需要提醒你在每個會議室發布那些步驟，使得參與者能一目了然。
Which group process technique is appropriate for this meeting (or for this agenda item)?
Most group process techniques are useful for only one of the steps in the decision making process. A key example is the technique known as "brainstorming." The key elements of brainstorming are to engage the group in generating a large quantity of alternatives, suspending judgment as to which ideas are workable. This is a very powerful technique – in fact, it often generates so many options that it overpowers the team's ability to eva luate the alternatives in a reasonable period of time.
哪些團隊流程技術適合會議呢（或者適合議程）？
很多團隊流程技術僅僅對其中一些作出決策的環節有用。一個重要的例子技術上認為是“集體討論”。集體討論關鍵的因素是吸引團隊產生一個大量的選擇，中止判斷哪些想法更加可使用。這是一個非常有威力的技能—實際上，它經常在合理的時間壓倒團隊力量對選擇作出評估而產生很多選擇。
But it is a technique that is useful primarily for the "generate alternatives" step in decision making. Yet I've seen people use the technique at many other steps in the process. The participants will obediently generate all kinds of answers, but then nobody will know what to do with these answers because they don't seem to be contributing to resolution. In fact, they seem to be taking you back to an earlier step in the process (they are).
但是它對作出決議的“產生選擇”最初環節里有用。然而我已經見到人們在其他很多的環節里也用到，參與者將順從地產生各種各樣的答案，但是沒人知道對于這些答案如何去做，因為他們看起來不像對解決問題有幫助。事實上，他們看起來像是將你帶回最初的階段。
Here's a quick summary of some of the issues at each step in the decision making process, and some of the useful group process techniques for each step:
這里有些關于在制定決策的每個環節的總結和一些有用的團隊流程技能：
Define the Problem or Opportunity
The biggest problem with this step is to get people to do it! Groups have an amazing capacity for skipping over problem definition and going straight to thinking about possible solutions. Not only do they go straight to solutions, they go straight to the solutions they already know how to do, (e.g. if your company makes widgets, you'll assume that the solution to the problem is to make a widget).
定義問題或者機會
這個環節的最大問題是讓人們去做！團隊有一種神奇的力量跳過問題去定義和繼續思考解決問題的可能性。不但止他們直接去解決，他們直接去解決他們已經知道的（例如，如果你的公司是做飾品的，你將假設去解決制作飾品的問題）。
The problem with this behavior is that you are likely to come up with a truly wonderful solution to the wrong problem, or you don't think through the fundamental issues so you come up with something that is just a patch on top of prior patches.
這個行為的問題是你有可能準備給錯誤的問題很好的解決方法，或者你沒有徹底想清楚基本的問題所以提供的東西像個補丁。
Here are a few techniques for helping groups define problems:
這里有些技能幫助你團隊定義問題：
Force Field Analysis: Have the group brainstorm two lists: (1) forces that are "driving" for change; (2) forces that are "restraining" change. Then discuss strategies to eliminate the restraining forces and capitalize on the driving forces.
說服力分析：做兩個團隊集體討論的清單：（1）說服力是改變的驅動；（2）說服力是改變的約束。然后討論對策去排除約束的力量和利用力量的驅動。
Relationship Diagrams: Write a short statement of an issue or problem on a card (or large post-it) and stick it on a blank wall. Give everyone cards and ask them to identify the factors that affect the issue or problem, writing one idea per card (big enough so that they are easy to read). Move the cards around so that the factors that are related to each other are located together. Analyze the relationships. Use colored tape or strings to show cause-effect relationship. Those cards that are most often seen as being a cause (have the most tape or strings attached) are more likely to be the root cause of your problem.
圖表關系：在卡片上寫一個爭議和問題簡短說明和貼在白墻上。給每個人一個卡片和問他們識別對爭論和問題的的影響因素，在每個卡片上寫上一個構思（足夠大的卡片方便他們閱讀）。傳遞這些卡片所以那些因素關系到每個人而聯系在一起。分析這些關系。用一些涂有顏色的繩子去展示因果關系。那些卡片最經常被看作為起因（有很多繩子）最可能是問題的根源。
Immersion: Hold the session in a facility that permits the group to move around, break off into small groups, or even work alone. Before the team gathers, create a "high stimulus" environment containing anything that might be related to the issue -- articles, books, pictures, (even toys that can be used to diagram or model ideas, e.g. Tinker Toys). Break into small groups and ask small groups to prowl through any of the materials they want. Give them a time deadline to report back anything they've found that might apply to the problem. After the reports, agree on promising trends and give teams new assignments related to those trends. Only after you've totally immersed yourselves in thinking about the problem from many different perspectives does the team try to reach agreement on the problem definition.
浸泡：保持會議在便利中而允許團隊流動，中止進入小團隊或者孤身奮戰。在團隊集合前，建立一個包括任何事物—藝術品，書籍，圖畫，（甚至玩具都可以用在圖表或者模型構思，例如廷克玩具）的“亢奮”的環境。闖進小團體請求他們尋求物質需要。給他們一個期限匯報他們發現可能對解決問題有幫助的任何事情。在匯報后，與（他們）達成一直的前景希望，并給予他們關于這前景的新的任務。只有在你完全沉浸在從不同角度思考問題，團隊試著在問題定義上達成一致。
Invent the Problem: After "immersion," state the problem as if you know the outcome, but just don't know how you got there. For example, a car rental executive might say: "Picture this. You've got no central reservation system and things are running very well. The workload is up but costs are way down. How did you do it?"
創造問題：在“浸泡”之后，好像知道結果一樣陳述問題，但是僅僅不知道怎樣做到。例如，一個汽車出租管理員說“拍攝這個，你已經沒有中央分車帶系統并且所有東西都很好工作，工作量上升但成本卻減低，你是怎么做到的？”

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