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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.
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. 您可以访问中国科教评价网（www.NsEac.com）查看更多相关的文章。
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？
（科教论文网 lw.nSeAc.com编辑发布）
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