1、团队合作知识专业培训培训目的Objectives of the module在此次培训结束时你将：Upon completion of this module: 识别一群人和一个团队的不同之处 You will recognize the differences between a group and a team; 懂得和分析团队的成长开展阶段You will know and analyze the training and development stages of the team;识别高效率团队的主要特点You will identify the principal characte
2、ristics of an effective team; 懂得团队领导的角色You will be able to describe the managers role in the team; 实践团队合作 You will practice teamwork;懂得支持团队合作的技巧You are going to identify the techniques for facilitating a team.团队的定义 What is a team?团队开展阶段 Phases of team development团队业绩 Team performance团队领导的角色 Managers
3、 role in a team团队合作总结 Summary on teamwork你对此次培训的期望？What are your expectations for this module? 学员对此次培训的期望Expectations of the participants?领导团队 Ability to lead a team; 接纳他人 Openness toward others开展员工 Developing people目标能力Target competencies of this module 团队合作 Team work Sequence 1 :团队的定义 What is a te
4、am为什么称以下为“团队？ -外科手术组 -生产团队 -救援队 -治安队 -电视组 -工程组为什么是团队而非一群人?它们有什么共同点呢？一群人团队相同的目标Common goal 相互关联Interdependence做出承诺Committment负责Responsibility关键词Key words人们有相同的目标或愿意一起工作队员们懂得他们相互依存来取得团队的目标队员有信心来做出有效的统一的决定全体队员要取得优异的成绩必须对大家负责领导很强或很弱个人的职责个人结果对公共同的目标不做承诺没有时间限制无规那么/无序的合作 沟通不必是直接的和经常的队员实践并直接有效地沟通一定数量的人，有一个共
5、同目标，愿意一起工作，平衡集体和个人利益A specific number of persons who have a common goal and who are motivated to work together, with a balance between the collective interest and individual interests.各个队员之间相互联系和互动协作 Connections and interaction between the team members什么是团队What is a team?各个队员组成团队The individual statu
6、s of the team members各自分工Performing individual tasks团队像一辆自行车A team is like a bicycle朝着同一目标方向一起努力Work together in one direction to reach the target一定数量的人朝着同一个目标愿意达到这个目标有各自不同的分工有组织的运行 协同行动接收领导协调行动 相同的目标各有分工有组织协调愿意为一个目标在一起工作接受领导一定数量的人什么是团队What is a team? 团队合作Teamwork Sequence 2 : 团队开展阶段The stages of te
7、am development3人团队 ：团队大小对团队运作的影响对于准确处理问题，仅有一个正确的解决方案时很有效 需要领导结构、有力的规那么、正式的组织和检查结构 6人以下团队 ：交流多且有效。便于每位成员表达思想，分工自然，不会损害整体利益和目标。相互帮助，人员组织相对自然。 6-12人团队 ：12人以上团队： 有相互关系的规定，花时间在纠正有损的行动上。内部会形成一些小帮派，小帮派之间可能发生冲突。容易忽略整体目标。需要经常纠偏。 团队成员愿意 共同协作团队的自治团队的自治由以下两个因素确定：团队成员 懂得如何共同协作 团队成员知道如何与他们的管理者一起工作，并且，和该领导一起工作他们有动
8、力。4到6人的团队：团队的自治团队大小对团队自治的影响：某些自主-自治的人会带动团队向上那些自主-自治性较差的人可能会向下拖累团队的自治大于12人的团队：1234形成冲突正常业绩领导团队分享团队开展的关键阶段12341. 形成对领导有强烈依赖性很少沟通没有分享目标、工作和规那么很少集体决策2. 冲突遇到问题发生冲突很少倾听有非正式小团伙违反规那么可能放弃、灰心丧气3. 正常化对目标和规那么有共识表扬和认可奉献集体合作处理问题良好的气氛和沟通4. 绩效分享任务能自己解决问题合作自然每位成员工作投入团队开展的关键阶段领导团队分享分享任务方向，目标适宜的行为倾听，思考，回应，开展互相了解角色互补团队
9、信任分享团队运行规那么会议，决定，信息，矛盾,团队存在的根底共同确定任务和目标赏识成功共同确定有效运行规那么，相互尊重、开展共同行动,融洽气氛组织融入,相互了解对方的角色和期望促进交流，改进沟通方式 如何使得团队开展分享任务方向，目标分享团队运行规那么会议，决定，信息，矛盾,适宜的行为倾听，思考，回应，开展互相了解角色互补团队信任团队开展阶段 The stages of team development练习 Exercise?什么使得团队凝聚：相互信任，信任团队What makes the team cohesive: each persons trust in the others and
10、in the ability of the team as a whole:互利Feeling of mutual benefit尊重个人特点Respect for the members identities反响Feedback共同语言Common language如何使得团队凝聚在一起Sticking together as a team在团队内部，当时可以加强团队的互信 Within the team, trust is reinforced when:团队成员间的频繁沟通 there is frequent communication between the team members对
11、信息进行适宜的分类和定义好格式 the messages are properly classified and formulated正确地定义任务、角色以及责任 tasks, roles and responsibilities are correctly defined团队成员遵守时限和承诺 the team members respect deadlines and commitments积极上进的环境 the environment is positive相互帮助 colleagues help each other清楚地识别员工个人和集体的期望the individual and g
12、roup expectations have been clearly identified团队成员的积极参与the team members have a similar level of involvement在团队内部，当时削弱团队的互信 Trust is weakened within the team when:沟通不畅，想法没有得到分享communication is poor, ideas are not shared团队成员不响应 the team members react poorly一些紧急信息没有回应certain urgent messages go unanswer
13、ed加强/削弱信任 Reinforce / weaken trust Bridge game OrCommon goal gameExercise?How a team is created.How motivation exists as soon as an objective is clear for all the team members.That a team only functions well insofar as each member knows and understands what he has to do.This game shows:Common goal g
14、ame团队合作 Teamwork Sequence 3 : 团队的自治 Team autonomy团队成员知道如何在一起工作The team members know how to work together团队成员想在一起工作The team members want to work together团队的自治 Team autonomy Note: 他们知道如何与每个负责的人一起工作，以及如何调动与他工作的人的积极性They know how to work with each person responsible and are motivated to work with him. (
15、.)团队的自治可以定义为：Team autonomy may be defined as follows: 团队合作Teamwork Sequence 4 : 如何使得团队更有效How do you recognize an effective team? 如何使得团队更有效 How do you recognize an effective team? 例如Examples?分组讨论 15分钟 Travail en 2 sous-groupes 20 et dbriefingWhat is an effective team?高效团队的特点An effective team is chara
16、cterized by:相互影响Mutual influence 沟通开放允许辩论管理冲突领导倾听员工参与Open communication Ability to debate and resolve conflictsLeader who listens and gets others to participate 分担职责Shared responsibility 表扬认可成绩和奉献集体解决问题分享所有决定Recognition of results & contributionCollective resolution of cross-functional problemsDecis
17、ions shared by all方向一致A common vision :分享目标Shared objectives结果 Results obtained 直接结果 Direct results (与目标相比with regard to the objectives)间接结果 Indirect results (鼓励，战略，能力开展motivation, strategy, competency development)使团队充满活力的四个杠杆The 4 levers for forming an effective team多样性和其他技能Leverage diversity and c
18、omplementary skills= 知道每个人的角色、特长、限制、信心Know each persons role, dominant personality traits, confidence团队特点 Excel at team basics= 团队的能力Competence of the team: 建设性地解决冲突，构建战略方案，做出准确的决定，分享领导constructive conflict, strategic plans, precise decisions, shared leadership分享并保持方向一致Share the direction= 构建集体智慧，相互
19、依存 Construct intelligent and interdependent choices坚持工作方式 Adhere to a mode of operation= 团队持续进步：在流程、培训、规那么等方面Continuous improvement of team processes, collective training, rules (expectations) of the team defined- 自信、互信，领导与团队间互信 如：踢点球要使得团队运转良好 必须:有共同目标并且一起分享(方向和目的) 如：今年我们要拿到全国冠军 了解并实施已确定的运行规那么 如：运发动
20、吃饭时间、生活卫生、训练纪律 -信息及反响交流顺畅、及时如：球员间的讨论、了解剩余时间开展发挥信息作用加强联系开展集体行动提高团队凝聚力使团队充满活力的四个杠杆开展发挥信息作用告知任务、职能和角色 告知结果、目标和成功 告知团队环境、进展、和外部期望.加强联系 促进相互了解 安排工作：鼓励一职多能，促进交流，方便文件和资料的查询 安排空间：共同场所、融洽工作气氛负责人与团队成员相互接近安排时间：鼓励正式或非正式会面开展集体行动同团队成员一起确定团队的共同目标 为准备开始共同行动组织开会 根据团队面临的挑战，拟定共同“奖励措施提倡在任何情况下的团结互助精神 (相互帮助、相互学习、指导)自我挑战、
21、自我竞争通过开展提高竖立团队形象维护团队、与时俱进提高团队凝聚力 不利于团队合作的行为寻求一致Seeking a consensus:要求思维开放Require an open mind.必须减少/小担忧、抵触、干扰等Fears, resistance, barriers must be minimized.集体决策Decisions come from the group. 分担职责Shared responsibility.鼓励每人成员Each persons individual satisfaction.团队合作 Teamwork 团队合作 Teamwork Sequence 5 :
22、管理人的重要性及角色The managers role and importance “是Yes通过管理人员的个人特点、经验、专业知识，他应该被认作团队当中的一员The manager is perceived as “one of us, through the characteristics of personality, experience, expertise. 通过管理人员遵守规那么、对团队工作有重要价值，他会被认作团队当中的一员The manager is perceived as “one of us, by respecting the rules and values es
23、sential to the team.管理人员应该被认作执行的模范The manager must be perceived as the model to follow. 管理人员应该满足团队员工的期望The manager must meet the members expectations. “否No他很保守、守旧He is very conservative and maintains outdated traditions, 他不想介入和解决团队成员的矛盾He avoids resolving conflicts between the team members. 他不能够作为决策
24、的制定者He does not play the role of decision-maker . 他集中于琐碎、无效的事务中He focuses on unimportant and inefficient activities,他所做决定不分析风险He makes decisions without first analyzing the risks. 他固执 He is rigid. 他缺乏想象力He has no imagination.管理人员的角色Managers role应该加强To be emphasized:倾听Active listening by team members
25、.出谋划策的竞赛Competition of ideas without internal competition.团队成员间的宽容Tolerance among team members.接收其他人的观点Acceptance of other viewpoints.要求全体团队成员的参与Solicit participation from all the team members.同团队成员一起改进业绩的工具Tools for improving performance with my fellow team membersVisual 可视:沟通：指标、信息栏、报告、通告等Communic
26、ation : display of indicators, information bulletins, news articles, celebration of success, reports, 行动:行动的起草、方案、可视进展与警示、图表、看板、进步方案等 Action : action register / action,visual alerts, ACS customer counter, Gantt, warning light, kanban tickets, pressure indicator, monitoring of controls, imporvement p
27、lan分析：帕雷多图、因果分析等Analysis : pareto, ishikawa, cause tree,规那么：决策规那么等Rules : Decision-making Symogramme, .集体的 Collective :定期的系统的：会议、回忆、等等Regular and systematic: Meetings at determined intervals, Points briefing, Sametime, Telephone conference, Steering committees, 应对方案：应急等Contingency plans for the unexpected : crisis cell,时机：团队会议Opportunity : Team meeting, . 个人的Individual中期回忆，年度回忆，定期回忆mid-term review, annual performance reviews periodic review 自我评估，个人行动方案、总结Self-evaluation, individual action plan, writing summaries 培训，辅导、陪伴等Training, mentoring, coaching,
