十. 建立机制确定你的方法是否有效 38. 团队需要确定一些决定是否它的计划的方法，事实上，在开始时解决问题(或在利用机会)。当你建立一个已定义的为评估你可以调整一下你无进入"推卸责任"的计划的表现的过程(例如试着为失败分配任务)。没有这个过程，计划常常在任何人将采取行动前被破坏。然后你被原则问题所束缚，但所有坏情怀，邪恶的意愿由于失败而生。 39. 全面的质量管理文学对显示你的尺寸描述众多的技术(帕累托图，散点图，直方图)。可真正的问题在决定去采取什么措施。由于詹姆斯·罗宾逊，当时美国运通的首席执行官，曾经说:"雇员做有关管理检查，而不是管理期望。" 对于团队同样的道理。你觉得采取什么措施时人们也就会关注什么。
十一.墙面上工作 40. 几乎上面所提到的技术都需要把参与人员的评论记录在墙上的挂图上，或是白板上。我们有些客户会议窒的整面墙都是白板。喜欢漫无边际思考的群组会喜欢这样的形式的。唯一的问题就是怎样从这个白板把信息记录下来便于人们离开时带走。使用数字白板比如说智能板就有这样的优势（我期待那天来临，智能板取代了整个墙面，群组能够无拘无束，自由想象，还有可以供下载的优势），数字白板的另一个优势就是你可以将一个群组流程模板的图表模板放映在白板上，让群组成员填写空白项，然后在下载模板以及群体的反应。 41. 如果你没有数字白板，考虑把你整个流程展开成一个大且连续的纸面，预留一些群组成员的反应空间。你的纸质模板不仅可以通过流程来引导群组成员，而且会议结束后还可以叠好带走。
Using Group Process Techniques to Improve Meeting Effectiveness
By James L. Creighton, Ph.D.
1. 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.
2. 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.
3. 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.
4. 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.
5. 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.
Here are some of the issues you need to address during your pre-planning:
一. 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
6. 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.
7. 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.
8. 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).
用团体工作程序技术改善会议成效(三)相关范文