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衆不同。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。作爲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…”之前佈置好。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，聯繫會議的主題，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衆不同。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。挑戰在於在透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於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. 避免這類問題的祕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，作爲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…”之前佈置好。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:
這裏有一些問題在你的預備計劃中你需要提出：
What type of meeting is this?◆◆◆◆什麼類型的會議？
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資訊彙報 項目/工程計劃或者審覈
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，聯繫會議的主題，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. 很多會議扮演着多重的會議功能。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可能是簡單的資訊彙報，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.這裏告訴大家，這些就是我們透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，因爲他們不明白被叫去做什麼？
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爲問題的序；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，那麼你很可能會在會議室裏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).如果會議僅僅是發佈消息，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透過很多獨立的步驟，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透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麼時候作出決策或者議程是什麼是非常重要的。
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，特別對於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. 什麼都不需要做，只要在你的組織裏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. 這是怎麼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佈那些步驟，使得參與者能一目瞭然