运用团队流程技术来提高会议效率(一)

运用团队流程技术来提高会议效率(一)

摘要:
 标题: 运用团队流程技术来提高会议效率
 专业的会议主持人应该具备一些成熟的“团队流程”技能来帮助你的团队在会议上更加有效率。这些团队流程技能必须做到与众不同。根据研究表明使用团队流程使得（团队）更加满意（会议）结论和更加坚定执行任务. 主持人带给会议的将是这些技能的知识，更重要的是，在特殊的情况一个易理解的技能的运用和时间上的把握。所以如果你的会议特别的重要，假如你（会议）有很多争论需要讨论，又或者有关键人物将参加会议，那肯定地，一个主持人是非常有用的。作为一个主持人来工作我将在会议前做好。所有基本的东西得在说“早上好，今天会议的目的是…”之前布置好。一个有效率的经理识别他或她需要花预定的时间来做这一类主持人常做的会议计划。
会议的类型，联系会议的主题，告诉你需要谁参加，哪些相互影响是需要实现会议的目的，和提供来龙去脉来选择团队流程技能。

 

Using Group Process Techniques to improve meeting effectiveness
运用团队流程技术来提高会议效率

 

Professional meeting facilitators have developed a number of "group process" techniques designed to help groups work more effectively in meetings. 专业的会议主持人应该具备一些成熟的“团队流程”技能来帮助你的团队在会议上更加有效率。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.这些团队流程技能必须做到与众不同。根据研究表明使用团队流程使得（团队）更加满意（会议）结论和更加坚定执行任务。

Does this mean you need a facilitator for your meeting? 这样说是不是你的会议需要一个那样的主持人呢？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. 主持人带给会议的将是这些技能的知识，更重要的是，在特殊的情况一个易理解的技能的运用和时间上的把握。所以如果你的会议特别的重要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（会议）有很多争论需要讨论，又或者有关键人物将参加会议，那肯定地，一个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. 但是大多数经理需要参加非常多的会议，可能一个月会有数以百计的会议。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.威望高的经理们一般会花超过50%的时间在会议上。但事实上很多经理不能接受主持人进入好多会议。挑战在于在通过使用主持人的团队流程技巧而不是主持人在旁边告诉你（经理）要使用哪些技巧之中获得价值。

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.
这有些基本原则需要遵从。否则你可能发现自己做些事情的时候等同于当你真需要输入文字但是却使用空格键 – 它可能是绝对好的空格键，但如果非常的不适合任务，会阻碍而不是帮助提高团队协助效率。

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. 避免这类问题的秘密是细心地做好计划。我多次同我的当事人说，至少50%的价值我带给他们的会议，作为一个主持人来工作我将在会议前做好。 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.所有基本的东西得在说“早上好，今天会议的目的是…”之前布置好。一个有效率的经理识别他或她需要花预定的时间来做这一类主持人常做的会议计划。

Here are some of the issues you need to address during your pre-planning:
这里有一些问题在你的预备计划中你需要提出：
What type of meeting is this?◆◆◆◆什么类型的会议？
There are a number of very different meeting types, for example: 有一些不同类型的会议，例如：
 Information briefings  Program/project planning or review信息汇报 项目/工程计划或者审核
Trust building/team-building  Decision-making  信任建立/团队建立  制定决策
 Generating new ideas or approaches  Dispute resolution孕育新构思或者处理争议决定
 Strategic planning  Problem solving/crisis resolution战略性计划 问题解决/重要决定
Commitment-building  Celebrations承诺建立 庆祝

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.
会议的类型，联系会议的主题，告诉你需要谁参加，哪些相互影响是需要实现会议的目的，和提供来龙去脉来选择团队流程技能。
Many meetings play multiple meeting functions. 很多会议扮演着多重的会议功能。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. 议程1可能是简单的信息汇报，而议程2则是决策确定，议程3是问题解决。Your agenda needs to clearly specify what kind of item it is. 你的议程需要清楚的表明是哪种类型。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.这里告诉大家，这些就是我们通过这些议程对你的预期。当这些不明确时，人们就可能会极力去理解而表现不正常，甚至非常困难去做一个好的团队成员，因为他们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?" 未来，各种各样的协作技能将会变得很普遍，给会议的目的作出定义将会成为问题的序；这个会议有多少个意义呢？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). 如果会议的目的是信任的建立，那么你很可能会在会议室里面和每个人面对面的进行（所有5种意义）。 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).如果会议仅仅是发布消息，你在内部发布消息应该做得更好，和让人们很舒适地下载。

Where in the decision-making process are we? 在确定决策的时候我们应该在哪呢？
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. 到达决定的时候通常都要通过很多独立的步骤，例如定义问题，酝酿选择等等。 But on major decisions these steps are often sequenced over a number of meetings. 有时候那些步骤发生在同一个会议，但是主要的决断这些步骤通常会通过一连串的会议进行确定。
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.
在每个步骤，要求参与者有不同的表态。所以会议计划人员指出会议在什么时候作出决策或者议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决策的步骤，但是有一点我一直觉得最常见的是：
 Define the problem or opportunity (may include defining criteria for acceptability or success)
定义问题或者机会（可能包括定义可接受或成功的准则）
 Generate alternatives产生选择
Evaluate alternatives衡量选择
 Select a course of action选择方针
Define the implementation plan定义完成的计划
 Establish mechanisms for determining whether or not your approach is working 建立无论你是否开始工作的决定的方法

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. 我发现非常有用，特别对于一些经常在一起工作的人，清晰地定义一系列团队任何时候作出决策的步骤。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，只要在你的组织里工作你必须要写入通讯录。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. 这是怎么回事经常使用它会使人们在进程中每个步骤发展成共同的语言和共同的期待。I recommend you post these steps in each meeting room, so that participants can refer to them at a glance.需要提醒你在每个会议室发布那些步骤，使得参与者能一目了然
。
Which group process technique is appropriate for this meeting (or for this agenda item)? 哪些团队流程技术适合会议呢（或者适合议程）？
Most group process techniques are useful for only one of the steps in the decision making process. 很多团队流程技术仅仅对其中一些作出决策的环节有用。 A key example is the technique known as "brainstorming." 一个重要的例子技术上认为是“集体讨论”。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. 集体讨论关键的因素是吸引团队产生一个大量的选择，中止判断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. 这是一个非常有威力的技能—实际上，它经常在合理的时间压倒团队力量对选择作出评估而产生很多选择。

But it is a technique that is useful primarily for the "generate alternatives" step in decision making. 但是它对作出决议的“产生选择”最初环节里有用。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. 然而我已经见到人们在其他很多的环节里也用到，参与者将顺从地产生各种各样的答案，但是没人知道对于这些答案如何去做，因为他们看起来不像对解决问题有帮助。 In fact, they seem to be taking you back to an earlier step in the process (they are).事实上，他们看起来像是将你带回最初的阶段。

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:这里有些关于在制定决策的每个环节的总结和一些有用的团队流程技能：
Define the Problem or Opportunity定义问题或者机会
The biggest problem with this step is to get people to do it! 这个环节的最大问题是让人们去做！Groups have an amazing capacity for skipping over problem definition and going straight to thinking about possible solutions. 团队有一种神奇的力量跳过问题去定义和继续思考解决问题的可能性。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).不但止他们直接去解决，他们直接去解决他们已经知道的（例如，如果你的公司是做饰品的，你将假设去解决制作饰品的问题）。

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.
这个行为的问题是你有可能准备给错误的问题很好的解决方法，或者你没有彻底想清楚基本的问题所以提供的东西像个补丁。
Here are a few techniques for helping groups define problems:
这里有些技能帮助你团队定义问题：
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.
说服力分析：做两个团队集体讨论的清单：（1）说服力是改变的驱动；（2）说服力是改变的约束。然后讨论对策去排除约束的力量和利用力量的驱动。

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. 图表关系：在卡片上写一个争议和问题简短说明和贴在白墙上。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). 给每个人一个卡片和问他们识别对争论和问题的的影响因素，在每个卡片上写上一个构思（足够大的卡片方便他们阅读）。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.传递这些卡片所以那些因素关系到每个人而联系在一起。分析这些关系。用一些涂有颜色的绳子去展示因果关系。那些卡片最经常被看作为起因（有很多绳子）最可能是问题的根源。

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：保持会议在便利中而允许团队流动，中止进入小团队或者孤身奋战。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). 在团队集合前，建立一个包括任何事物—艺术品，书籍，图画，（甚至玩具都可以用在图表或者模型构思，例如廷克玩具）的“亢奋”的环境。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.闯进小团体请求他们寻求物质需要。给他们一个期限汇报他们发现可能对解决问题有帮助的任何事情。在汇报后，与（他们）达成一直的前景希望，并给予他们关于这前景的新的任务。只有在你完全沉浸在从不同角度思考问题，团队试着在问题定义上达成一致。

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?"
创造问题：在“浸泡”之后，好像知道结果一样陈述问题，但是仅仅不知道怎样做到。例如，一个汽车出租管理员说“拍摄这个，你已经没有中央分车带系统并且所有东西都很好工作，工作量上升但成本却减低，你是怎么做到的？”

Generate Alternatives产生选择
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).
在这个步骤中真正的挑战是：1. 帮助人们停止不客观的思维；2. 帮助人们脱离习惯的思维思考问题，3. 将构思和个人色彩分离（如果比尔盖茨鉴定10构思，没有特殊的构思是和比尔盖茨这样的联系，那人们感觉需要支持或反对构思因为这是比尔盖茨的）

Most people who work in the creativity field stress that people need to be in a playful, even joyous, mood to be optimally creative. 很多从事创造行业的人逼于压力而需要变得近乎游戏性，甚至高兴，心情变得理想的创造力。 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. 一些研发人员同伴甚至配备水枪，有些玩具摆在会议桌上，鼓励勇气的物质—任何东西不会让人们感到压抑。

Here are a few of the simpler techniques for generating alternatives:这里有些关于产生选择的简易技巧：
Brainstorming: Get people to generate lots, and lots, of ideas. List them all on a flipchart or whiteboard. 集体讨论：让人们产生很多很多的构思。把他们记录在快速浏览图或者白板上。Don't permit any evaluative comments (even positive ones). 不轻易承诺任何评估的意见（甚至确实存在的）。The creative ideas are likely to come after you've flushed out the old ideas, so push for quantity.建设性的构思很可能在你摆脱旧思想束缚之后，所以推动为量变。

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 ...."
类比法：让人们通过一些类比后鉴别（他们的）选择。如果我们组织是一个生物系统，这些我们解决问题的方法可能…，如果它是病毒，我们会…
"If I had My Druthers" Fantasy: Create fantasy solutions with no rules or "givens" including physical laws like gravity or market realities. “如果我有我的选择”幻想：没有规则的产生幻想来解决或者“给予”包括物理定律如低下吸引力或者市场规律。 "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.“假如我有我的选择，我们大家已经用ESP沟通，且我们可能不需要…”在一些幻想后，讲述些你可以解决问题的简单方法，例如使用移动电话代替ESP。
Evaluate Alternatives评估选择

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来描述上面的选择产生，你的问题可能是你已经有了很多选择，但你不知道如何去用及时的方法评估他们。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.
有时候甚至值得推迟跟进的会议去评估，所以你可能有一个工作组在会议上做一些分析。
Here are a few techniques for evaluating alternatives during meetings:这里有些技巧供会议期间对选择作出评估：

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：如果你正在评估一系列构思,一条快速的方法得到的一项指标进行小组讨论及分享哪个产品证明是给每一个参与者固定数量的颜色点或冲入星体(通常5 - 10),告诉他们,以表明这想法他们觉得值得更深入的讨论通过应用他们的颜色点/球星在墙上或白板表,旁边的项目。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).
他们通常可以使用它们的点无论如何他们想要的,例如如果他们想要用他们所有的点在一件,他们可以这么做。投票应该只出现在大家了解何谓每个项目,经过类似的想法结合(这样的选票不分别在相同的想法措辞强硬的两种不同的方式)。

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.
另外一种有差别的非正式投票就是让他们每个人挑出5个最有意思的构思（或最应该讨论的）排序。然后给最高排序的项目5分，次之给4分，如此类推，在相应的项目旁边记下分数。

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.非正式投票是减少项目的一种方法，但这些依然会存在一组剩下的参赛选手的名单，但这不应该用此来选择他们
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. 帅选：有时候对构思作出帅选的评判规则可能与成本，可行性，月产量，环境影响。一个规则可能是
“全部初始投资不能超过$1,000,000”，在许多大范围的决策使用帅选的方法可以减少选择项目，但是不能为你作出决定。In the final analysis you will need to "formulate" the best solution, often drawing from pieces of the earlier ideas.
归根结底你汇总最好的解决方法，通常都已经在你最初的构思中描述出来。

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." 决策分析：这里有些得到广泛推荐的决策分析技术。最多的区别在学术上叫做“多属性效用分析”。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)基于全部重要属性评估每个选择，例如：成本，美学，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)具有所有决策者衡量每个属性的相关价值，例如“成本两倍于美学”(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）分析哪个已经鉴别的选择具有分量最满意。每个决策者给出的答案都可能不同，因为每个决策者指定不同的相关分量给属性。
 
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,当你选择一辆新车有很多因素要考虑:价格、空间、保养,折旧,还有,是的,性感（汽车外表）。第一件事情要做的是确立每台所选择的车适合每个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. 第二是衡量这些因素，那就是，你可能觉得价格相当不重要，但你的妻子觉得非常重要。 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? 使用这个分析去判别达成共识的领域和分歧的关键领域。更多成熟的技术也让你作出容易的分析，例如，如果我们两倍于先前付出，它将改变我们选择哪台车吗？

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.
一个评论:这种分析,可以非常有用的识别不同的重点,并且了解哪个选择是最匹配特殊的优先权。但是除非每个人对因素准确的给出相同的衡量（即使你和你的妻子都在成本，性能，保养和性感-不可能发生的事情，给出相同的衡量）这样的分析不会给你做出决定。
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.
选择一种行动方法：
我不知道任何魔力的团队流程技术为您作出决定。这就是为什么你自吹自擂，一些决策者所作的决定,都基于直觉的“性”,而其他的为详细定量分析。

I do know, from sometimes sad experience, that it is imperative to know who is making the decision. Sometimes it is "the boss." 我确实知道,从有时也很悲伤的经验,说,这是迫切需要知道谁作出这个决定的。有时它是“老板。Sometimes it's a consensus decision. Sometimes it's a consensus decision unless the group can't agree, then the boss decides. ”有时它是（群众）一致的决定。有时它一致决定除非团队不能达成共识,然后在老板层面作决定。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.任何这些态度都可以，而不可行的是让团队认为决策是作出来了，但老板是真正的去做了，期待需要清晰的定义。

Define the Implementation Plan定义实施方案
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.这是阶段,在这个阶段,团队认为完成所有这些任务,通过实施你的解决方案,并指定责任,完成期限。
Some of the simpler PERT-charting techniques help groups visualize all the components of a successful plan. 一些简单的PERT-charting技巧可以帮助团队想象一个成功机会的所有部分。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. 这意味着团队需要在一个很大的白板或者甚至一堵墙上工作，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.
一个会议中心甚至有有磁化的金属片白板，切成PERT-chart标志的形状，贴在墙上甚至可以在墙上移动。
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. 如果你使用一个自动板和数字投影,你可以使用流程图或者项目管理应用软件和投影在白板上。 As a group you can use all the tools from the software application, then download all your conclusions into a laptop. 作为一个团队你可以从软件运用上使用所有工具，然后下载所有你的结论在你的便携式电脑上。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. 　和自动板一起的会议准备软件同样允许你将项目移动到板上面，不需要擦除，同时拥有出色的任务记录方法，期限等等。你可以下载所有这些资讯到你的便携式电脑，然后将他们的工作列表发邮件给每个人。

Establish Mechanisms for Determining Whether or Not Your Approach is Working
无论你的方法是否在执行，为决定建立机制
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.
无论是否有计划，团队需要为决定定义一些方法，实际上，在它开始时解决问题（或者利用这个机会）。当你确立评估成果的已定义流程，你可以不通过进入“指责阶段”调整你的计划，（例如，试着去找出失败的责任）。离开这些流程，计划通常在每个人采取行动前完全被中断。然后你不仅被原始的问题所困住，同样也有所有来自失败悲伤的感觉和恶意。

The Total Quality Management literature describes numerous techniques (pareto charts, scatter diagrams, histograms) for displaying your measurements. 全面品质管理文献描述众多的技巧(帕累托图表,散射图表,直方图),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.但真正的问题是确定测量什么。美国运通首席执行官詹姆斯•罗宾逊的曾说过:“员工做什么样的管理检查，而不是管理的期望。”这同样适用于团队。你决定去测量什么那人们就去注意什么。

Working on the Walls在墙上工作
Almost all of the techniques described above require recording participants' comments on flip chart sheets posted on walls, or on a whiteboard. 上面所描述的技巧几乎全部需要在贴在墙上或者白板的活动纸记录参与者的意见。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. 我的一些客户有些会议室全部墙都是白板。团队喜欢这样“认为大”。唯一的问题是从白板上取得信息，人们可以离开它。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). 那是使用像聪明板这样的数字白板的优势（尽管我很渴望有天聪明板覆盖所有的墙，所以团队能够“认为大” 但优势在于下载）。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.数字白板的另一个优势是你可以在板上投影生动的团队流程模型，将团队填到空白处，然后下载模型和团队的回复。

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.
如果你没有数字白板,考虑列在一个大的有连续性表格的羊皮纸了展示你整个过程，预留空间给团队回复。这样不但可以引导团队思考流程，同样可以在会议结束后折叠起来并带走。

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