運用團隊流程技術來提高會議效率(一)

運用團隊流程技術來提高會議效率(一)

摘要:
 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

 

Professional meeting facilitators have developed a number of "group process" techniques designed to help groups work more effectively in meetings. 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。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.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? 這樣說是不是你的會議需要一個那樣的主持人呢？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. 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. 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. 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。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.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. 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。 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.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：
What type of meeting is this?◆◆◆◆什么類型的會議？
There are a number of very different meeting types, for example: 有一些不同類型的會議，例如：
 Information briefings  Program/project planning or review信息匯報 項目/工程計劃或者審核
Trust building/team-building  Decision-making  信任建立/團隊建立  制定決策
 Generating new ideas or approaches  Dispute resolution孕育新構思或者處理爭議決定
 Strategic planning  Problem solving/crisis resolution戰略性計劃 問題解決/重要決定
Commitment-building  Celebrations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. 很多會議扮演著多重的會議功能。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. 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。Your agenda needs to clearly specify what kind of item it is. 你的議程需要清楚的表明是哪種類型。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.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?" 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？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). 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）。 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).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? 在確定決策的時候我們應該在哪呢？
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. 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。 But on major decisions these steps are often sequenced over a number of meetings. 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: 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：
 Define the problem or opportunity (may include defining criteria for acceptability or success)
定義問題或者機會（可能包括定義可接受或成功的準則）
 Generate alternatives產生選擇
Evaluate alternatives衡量選擇
 Select a course of action選擇方針
Define the implementation plan定義完成的計劃
 Establish mechanisms for determining whether or not your approach is working 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. 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。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. 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。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. 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。I recommend you post these steps in each meeting room, so that participants can refer to them at a glance.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)? 哪些團隊流程技術適合會議呢（或者適合議程）？
Most group process techniques are useful for only one of the steps in the decision making process. 很多團隊流程技術僅僅對其中一些作出決策的環節有用。 A key example is the technique known as "brainstorming." 一個重要的例子技術上認為是“集體討論”。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. 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。This is a very powerful technique – in fact, it often generates so many options that it overpowers the team's ability to evaluate the alternatives in a reasonable period of time. 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. 但是它對作出決議的“產生選擇”最初環節里有用。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. 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。 In fact, they seem to be taking you back to an earlier step in the process (they are).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定義問題或者機會
The biggest problem with this step is to get people to do it! 這個環節的最大問題是讓人們去做！Groups have an amazing capacity for skipping over problem definition and going straight to thinking about possible solutions. 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。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).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. 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。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). 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）。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.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. 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。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). 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。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.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？”

Generate Alternatives產生選擇
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).
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. 很多從事創造行業的人逼于壓力而需要變得近乎游戲性，甚至高興，心情變得理想的創造力。 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. 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。

Here are a few of the simpler techniques for generating alternatives: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. 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。Don't permit any evaluative comments (even positive ones). 不輕易承諾任何評估的意見（甚至確實存在的）。The creative ideas are likely to come after you've flushed out the old ideas, so push for quantity.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. “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。 "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.“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。
Evaluate Alternatives評估選擇

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 evaluate them in a timely manner. 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。Sometimes it is even worthwhile to put off the evaluation for a follow-up meeting so you can have a work group do some analysis of the alternatives between meetings.
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 evaluating 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 evaluating 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. 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。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).
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.
另外一種有差別的非正式投票就是讓他們每個人挑出5個最有意思的構思（或最應該討論的）排序。然后給最高排序的項目5分，次之給4分，如此類推，在相應的項目旁邊記下分數。

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.非正式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. 帥選：有時候對構思作出帥選的評判規則可能與成本，可行性，月產量，環境影響。一個規則可能是
“全部初始投資不能超過$1,000,000”，在許多大范圍的決策使用帥選的方法可以減少選擇項目，但是不能為你作出決定。In the final analysis you will need to "formulate" the best solution, often drawing from pieces of the earlier ideas.
歸根結底你匯總最好的解決方法，通常都已經在你最初的構思中描述出來。

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." 決策分析：這里有些得到廣泛推薦的決策分析技術。最多的區別在學術上叫做“多屬性效用分析”。The fundamental concept is to (1) evaluate each alternative based on all critical attributes, e.g. cost, aesthetics, performance; 基本概念是：(1)基于全部重要屬性評估每個選擇，例如：成本，美學，性能；(2) have all key decision makers identify the relative value of each attribute e.g. "cost is twice as important as aesthetics;" and  (2)具有所有決策者衡量每個屬性的相關價值，例如“成本兩倍于美學”(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. （3）分析哪個已經鑒別的選擇具有分量最滿意。每個決策者給出的答案都可能不同，因為每個決策者指定不同的相關分量給屬性。
 
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. 例如,當你選擇一輛新車有很多因素要考慮:價格、空間、保養,折舊,還有,是的,性感（汽車外表）。第一件事情要做的是確立每臺所選擇的車適合每個人因素的尺度在哪里。 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. 第二是衡量這些因素，那就是，你可能覺得價格相當不重要，但你的妻子覺得非常重要。 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? 使用這個分析去判別達成共識的領域和分歧的關鍵領域。更多成熟的技術也讓你作出容易的分析，例如，如果我們兩倍于先前付出，它將改變我們選擇哪臺車嗎？

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,并且了解哪個選擇是最匹配特殊的優先權。但是除非每個人對因素準確的給出相同的衡量（即使你和你的妻子都在成本，性能，保養和性感-不可能發生的事情，給出相同的衡量）這樣的分析不會給你做出決定。
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為您作出決定。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." 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。Sometimes it's a consensus decision. Sometimes it's a consensus decision unless the group can't agree, then the boss decides. ”有時它是（群眾）一致的決定。有時它一致決定除非團隊不能達成共識,然后在老板層面作決定。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.任何這些態度都可以，而不可行的是讓團隊認為決策是作出來了，但老板是真正的去做了，期待需要清晰的定義。

Define the Implementation Plan定義實施方案
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.這是階段,在這個階段,團隊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. 一些簡單的PERT-charting技巧可以幫助團隊想象一個成功機會的所有部分。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. 這意味著團隊需要在一個很大的白板或者甚至一堵墻上工作，以致可以想象所有的部分。 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.
一個會議中心甚至有有磁化的金屬片白板，切成PERT-chart標志的形狀，貼在墻上甚至可以在墻上移動。
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. 如果你使用一個自動板和數字投影,你可以使用流程圖或者項目管理應用軟件和投影在白板上。 As a group you can use all the tools from the software application, then download all your conclusions into a laptop. 作為一個團隊你可以從軟件運用上使用所有工具，然后下載所有你的結論在你的便攜式電腦上。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. 　和自動板一起的會議準備軟件同樣允許你將項目移動到板上面，不需要擦除，同時擁有出色的任務記錄方法，期限等等。你可以下載所有這些資訊到你的便攜式電腦，然后將他們的工作列表發郵件給每個人。

Establish Mechanisms for Determining Whether or Not Your Approach is Working
無論你的方法是否在執行，為決定建立機制
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 evaluating 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.
無論是否有計劃，團隊需要為決定定義一些方法，實際上，在它開始時解決問題（或者利用這個機會）。當你確立評估成果的已定義流程，你可以不通過進入“指責階段”調整你的計劃，（例如，試著去找出失敗的責任）。離開這些流程，計劃通常在每個人采取行動前完全被中斷。然后你不僅被原始的問題所困住，同樣也有所有來自失敗悲傷的感覺和惡意。

The Total Quality Management literature describes numerous techniques (pareto charts, scatter diagrams, histograms) for displaying your measurements. 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。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.但真正的問題是確定測量什么。美國運通首席執行官詹姆斯•羅賓遜的曾說過:“員工做什么樣的管理檢查，而不是管理的期望。”這同樣適用于團隊。你決定去測量什么那人們就去注意什么。

Working on the Walls在墻上工作
Almost all of the techniques described above require recording participants' comments on flip chart sheets posted on walls, or on a whiteboard. 上面所描述的技巧幾乎全部需要在貼在墻上或者白板的活動紙記錄參與者的意見。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. 我的一些客戶有些會議室全部墻都是白板。團隊喜歡這樣“認為大”。唯一的問題是從白板上取得信息，人們可以離開它。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). 那是使用像聰明板這樣的數字白板的優勢（盡管我很渴望有天聰明板覆蓋所有的墻，所以團隊能夠“認為大” 但優勢在于下載）。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.數字白板的另一個優勢是你可以在板上投影生動的團隊流程模型，將團隊填到空白處，然后下載模型和團隊的回復。

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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