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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).
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。 （转载自http://zw.nseac.coM科教作文网）
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。 （科教论文网 Lw.nsEAc.com编辑整理）
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. （转载自http://zw.ＮＳＥaＣ.com科教作文网）
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
（科教范文网http://fw.NSEAC.com编辑发布）
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。