超市处长入职培训Hewitt

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1、处长培训手册处长培训手册DevisionDevision Head Seminar Manual培训目标培训目标Training Objectivesv 了解如何管理我的团队To know how to manage my teamv 了解如何管理时间To know how to manage my timev 了解如何制定行动计划To know how to make an action planKnow your employees the communication cycleasking questionsAssigning Tasks Active Listening Task as

2、signment matrix Task assignment worksheetCommunicating ExpectationsSetting Objectives了解员工 沟通环 提问题委派任务 积极倾听 任务委派矩阵 任务委派工作单表明期望设立目标TEAM MANAGEMENT团队管理团队管理培养关系培养关系Building Relationship信任 Trust=v 公正Fairnessv 坦诚Honestyv 开放Opennessv 平易近人Accessibility管理交流管理交流Managerial Communication经理Manager上司 Higher Autho

3、rities下属Subordinates客户 Customers同级管理者 Peers团队沟通团队沟通 Team Communicationv 信息即能量信息即能量Information is Energyv 能量可以是积极的能量可以是积极的 正极正极,也可以是消极的也可以是消极的负极负极Energy can be +or -v 能量的能量的极极取决于沟通意愿与态度取决于沟通意愿与态度Energy Polarity Depends upon INTENTIONv 积极沟通为协同工作创造了机遇积极沟通为协同工作创造了机遇Flowing Positive Energy Creates the OP

4、PORTUNITY for TeamworkGetting to Know Your Employees and the Communication Cycle 了解员工及沟通环了解员工及沟通环Thought 想法想法Words&non-words 言语和非言语言语和非言语Transmission 传送传送Reception接收接收Decoding 理解理解Feedback 反馈反馈Sender 发出者发出者Receiver接收者接收者Some Facts About Listening倾听中存在的实际问题倾听中存在的实际问题On Average,Typical Employees Liste

5、ning Effectiveness in Only 25%通常，员工平均的倾听效率只有25%v 3/4 of what employees hear is distorted in one way or another员工所听到的信息中，3/4都在某种程度上受到曲解v the average listener understands and retains 50%of a conversation通常，倾听者只能听懂和理解50%的谈话内容wDrops to 25%forty-eight hours later48小时后，由50%下降到25%v Poor listening skills ca

6、n create misunderstanding and a breakdown of trust between managers and subordinates不良的倾听技能容易引起误解，并对经理与下属之间相互信任的关系带来负面影响Overcoming the Communication Barriers克服沟通障碍克服沟通障碍v Asking Questions提问题v Active Listening 积极倾听v Directing引导交流程序技能交流程序技能Communication Process Skills如何提问如何提问?How to Ask?三种不同类型的问题三种不同类

7、型的问题Three Types Of Questions类类型型T Ty yp pe es s特特征征F Fe ea at tu ur re es s作作用用U Us sa ag ge e开放式问题OpenQuestions使用“什么”、“如何”、“为什么”和“请.”等词语Use“What”,“How”,“Why”,&“Please.”不能用“是”或“否”来回答Cant be answered by“Yes”or“No”发掘对方的想法和观点Draw out others feelingsand opinions探究式问题ProbingQuestions更加具体化，使用“多少”、“多久”、“谁”

8、、“哪里”、“何时”等词语Be more specific,using“How many”,“Howlong”,“Who”,“Where”,“When”,etc.缩小信息收集范围Narrow the focus封闭式问题ClosedQuestions只能用“是”或“否”来回答Can only be answered by“Yes”or“No”限制信息收集范围Restrict the informationyou can gather交流程序技能一：提问题交流程序技能一：提问题CP Skills#1:Asking Questions漏斗模式漏斗模式 Funnel Model开放式问题开放式问题O

9、pen Question探究式问题探究式问题Probing Questions封闭式问题封闭式问题Closed QuestionsExercises:How Well Do You Know Your Subordinates?Asking Questions 练习：你对员工了解多少？练习：你对员工了解多少？提问提问v How Long Has He/She Been Married?他/她是否已婚？v If Not,Does He/She Have a Fiance?如果未婚，他/她是否有对象？v What Food Does He/She Like Best?他/她最喜欢吃什么？v Wha

10、t Hobbies Does He/She Have?他/她有何爱好？v What is His/Her Education Background?他/她学历如何？v What is the Most Important Challenge in His/Her Work?他/她工作中最大的挑战是什么？不良的非语言倾听习惯不良的非语言倾听习惯Ineffective Nonverbal Listening Habitsv回避眼神交流Avoiding Eye Contactv神情茫然Staring Blanklyv眉头紧蹙Frowning Deeplyv不时地抬腕看表Often Looking a

11、t Your Watchv心不在焉不停地四处张望Being Easily Distracted Looking Aroundv坐立不安摆弄钢笔Fidgeting Playing with a Pen不良的倾听习惯不良的倾听习惯 一一 Ineffective Listening Habits#1v 打断别人的话Interrupting the Speakerv 经常转变话题Often Changing the Subjectv 发脾气Losing Temperv 评论讲话人,而非对方的信息Judging the Speaker Rather than the Messagev 贬低讲话者Disc

12、rediting the Speakerv 使用情绪化的言词Using Emotional Words不良的倾听习惯不良的倾听习惯二二Ineffective Listening Habits#2v 在头脑中预先完成说话人的语句Mentally Finishing the Speakers Sentencev 只听信息，却不注意说话人的情感Listening Only for Fact and Not for Feelingv 当对方还在说话时，就想着自己该如何回答Thinking about Your Response While the Other Person is Still Speak

13、ingv 急于下结论Jumping to Conclusions不良的倾听习惯不良的倾听习惯三三Ineffective Listening Habits#3v 你总是你总是/从不从不.You always/never.v 无所不知的态度无所不知的态度Know-it-all attitudesv 说话时总叨支烟说话时总叨支烟Individuals who smoke cigarettes while talking to youv 闭嘴闭嘴Shut up!v 心胸狭窄的人心胸狭窄的人Bigotsv 你从来都不听你从来都不听You never listenv 给他人施加压力给他人施加压力Pushy

14、 individualsv 你应该做的是你应该做的是.What you should do is.Listening Actively积极倾听积极倾听Verbal Signals言语信号言语信号v 适当使用认同性词语，如：啊.、呃.等Making Sounds Like:Ah.,Mmm.,etc.v 说：接着说，请再详细谈谈等Saying:Go on,Tell me more,etc.v 重复关键词语Repeating Key Points on Wordsv 进行复述、意译和引导Paraphrasing,Reflecting&Directing积极倾听积极倾听 一一 Active Liste

15、ning#1v要倾听对方话语中可能包含的四种含义要倾听对方话语中可能包含的四种含义Four Possible Messages in Onev通过总结和意译来建立相互之间的理解通过总结和意译来建立相互之间的理解Summarize&Paraphrase to Establish UNDERSTANDINGw总结和意译并不是简单重复This is Not Repeating the Messagew也并不一定意味着赞同Nor Does It Indicate Agreement积极倾听常用语积极倾听常用语Phrases to Demonstrate Active Listening v 听起来您的

16、意思好象是说.It Sounds Like What You Are Saying Is.v 听起来您认为最重要的是.It Sounds Like What Is Most Important to You Is.v 您的意思是说.So What You Mean Is.v 这么说，您最感兴趣的是.So What You Are Most Interested in Is.v 您认为贵公司业务员需要.You Feel You Operations People Will Want.v 我的理解是.What I am Hearing Is.积极倾听积极倾听 二二Active Listening#

17、2v 表明你的参与表明你的参与Be present:w表明自己的理解Communicating your understandingw正确的体态语言-全身心地倾听Correct body language-a whole body listenerv 促进促进/保持能量流通和心灵的沟通保持能量流通和心灵的沟通 Promotes/Maintains Energy Flow&MindLinkw控制自己情感的热线按扭Control your emotional Hotbuttonsv 缓和一场争执或一个紧张的局面 Calms a Conflict or an Intensive Situation

18、v 有助于控制自己的情绪，建立良好的关系 Helps You Control Emotions and Build a Constructive Relationshipv 鼓励对方提供信息 Encourages Other People to Share Information 积极倾听积极倾听三三Active Listening#3v 加强对方对自己的信任感Increases the Other Persons Trust in Youv 给对方一个澄清或解释的机会Gives Others a Chance to Clarify or Explain v 帮助对方澄清观点Helps Oth

19、er People Clarify Their Own Thinkingv 强调要点Emphasizes Important Points 积极倾听积极倾听四四Active Listening#4有效沟通有效沟通-努力理解对方努力理解对方理解与思考4耳静下心来减少感情因素探究了解更多的信息再思考反馈你的理解评估问题，不是这个人他的感受是什么看重他人的价值事实，意见Effective Communication-Aiming for UnderstandingUnderstand&Reflect use 4 EarsPacify to reduceemotional intensityProbe

20、 Question:to seek more informationReinterpret present themessage you heard in a new lightEvaluateProblem:notthe personHow is the person feeling?Value the otherpersonWhats Fact?Whats opinion?练习：练习提问和积极倾听练习：练习提问和积极倾听Exercise:Practice Questioning and Active Listening三人一组Groups of Threev轮流提问和倾听Take Turn

21、s to Question and Listenv围绕三个开放式问题寻找答案Start with Three Open Questions Probe around the Answersw你在团队中的职责是什么？What is your role on the team?w您在完成团队目标中起什么作用？How does your role support the teams goals?w您在胜大超市最满意的一次工作经历是什么？Tell me about a highlight in your time at Carrefour?委派任务委派任务Assigning Tasksv People

22、 and Task Considerations以人和任务为导向v Cross-training 交叉培训v Building Back-up 备份v Assigning Task 委派任务wTask assignment worksheet任务委派清单技能储备技能储备Skill InventoryTask任任务务Employee员员工工Renew T.G.更更新新促促销销架架ChangPriceTagsUpdateinventoryPrepareReturnsHoldBriefingsChangeAssortmentDelegatetasks tosubordinatesMarketSurv

23、ey市市调调Peter12313213Alice23211222John23223321Simon23212223George22222232Sam112122121=Can Perform Well 2=Can Perform 3=Needs to Learn 1=可以做好 2=可以做 3=需要学习委派时需考虑的两个因素委派时需考虑的两个因素Two Factors to Consider when Delegating任务Task人员People分析任务Analyze the Task分析人员Analyze the People考虑任务的总体/具体目标Consider Your TaskGo

24、als and Objectives考虑员工发展的总体/具体目标Consider Your Employee Develop-ment Goals and Objectives找到合适的平衡点 Find the Appropriate Balance Point+任务分析和人员分析任务分析和人员分析Task Analysis and People Analysisv 重要性和紧迫性(安排轻重缓急)?Importance&Urgency(Prioritizing)?v 所需的技能与知识Skills and Knowledge Requiredv 所需的经验水平Level of Experienc

25、e Requiredv 所需的证书Certification Requiredv 例行公事?Routine?任务分析任务分析 Task Analysis:了解任务了解任务 Understand the Task人员分析人员分析 People Analysis:了解员工了解员工 Understand Your Employeesv 目前所持有的证书Certificate Heldv 能力水平(技能与知识)?Level of Competency(Skill and Knowledge)v 质量与速度Quality and Speedv 经验水平Level of Experiencev 发展目标D

26、evelopment GoalsCommunicating Expectations表明期望表明期望v Manager-Employee Perceptions About What is Important经理/员工认为重要的内容v Superior-Subordinate Expectation Misunderstanding上、下级期望差异v Communicating Expectations Worksheet表明期望工作单v Using Active Listening to Communicate Expectations通过积极倾听来表明期望 经理和员工对重要要求的观点和看法

27、经理和员工对重要要求的观点和看法 Manager-Employee Perceptions About Important RequirementsManager Perception经理的观点经理的观点Employee Perception员工的观点员工的观点重要的 Important不重要的Not Important重要的Important()()同意Agree()()误解Misunderstanding不重要的NotImportant()()误解Misunderstanding()()同意Agree员工对工作的看法Job as Employee Sees It25%75%一致75Matc

28、h25%经理对工作的看法Job as Boss Sees It图例Key:员工认为是重要的，而经理却不以为然的What the employee is paying attention to that the boss does notperceive to be important经理期望员工注意而员工却不以为然的What the boss expects the employee to pay attention to,but the employee does not perceive it as important经理与员工的共识Areas of agreement between b

29、oss and subordinate上下级之间对工作期望认识的差异上下级之间对工作期望认识的差异Superior-Subordinate Expectation Misunderstanding指导与反馈指导与反馈Coaching&Feedback反馈：何为反馈？如何有效地进行反馈？Feedback:what it is and doing it effectively征求反馈意见Asking for feedback接受反馈意见Receiving feedback指导：何为指导及有效地进行指导？Coaching：what it is and doing it effectively安排时间

30、Making the time定义反馈与指导定义反馈与指导Defining Feedback and Coaching反馈Feedback在了解到员工的工作情况后，马上让他/她知道自己做得如何Letting people know what and how they are doing as soon as you know指导Coachingw 是一种双向式讨论，旨在提高工作业绩A two-way discussion that aims to improve performance指导与反馈指导与反馈Coaching and Feedback回想在自己生命中的某个人：老师、父母、朋友-谁给

31、过您好的指导与反馈意见Think of someone in your life-a teacher,parents,a friend-who was a good coach or mentor这个人好在哪里？What was good about that person?w 他们是如何做的？What did they do?w 您的感觉如何？How did you feel?w 您的反应如何？How did you respond?反馈反馈Feedback反馈类型？What are the different types of feedback?积极的Positive消极的Negative

32、改进的Corrective无反馈None什么是建设型反馈意见？为什么？Which are constructive?Why?为什么反馈和为什么反馈和“啤酒啤酒”相关联？相关联？Why do Feedback and BEER go together?v因为有效的反馈：Because effective Feedback:w 描述了具体行为describes the specific Behaviorw 包括所列行为的一个例子includes an Example of that behaviorw 描述该行为如何超出、达到或无法达到您的期望和要求describes how the behavi

33、or has exceeded,met or failed to meet your Expectationsw 描述这些行为所导致的结果describes the Results of the behavior主动反馈主动反馈Ownership of Feedback让员工知道这些行为对您的影响Let the person know how the behavior has had an impact on youw这使得我的工作更容易了。谢谢 This has made my work a lot easier.Thanks.w因为我依赖于这些数据的精确性，这种状况让我很担心This si

34、tuation concerns me because I rely on the accuracy of those figures.w请员工和你一起考虑下一步骤Invite the person to own the next step.w您如何看待这种状况？How do you see the situation?w您认为接下去要怎么做？What do you think needs to be done?积极型反馈实例积极型反馈实例Positive Feedback:Examplev 你把货物从储存区搬运到了货架上，做得非常好(行动)。You have been doing a gre

35、at job moving the merchandise from the storage area to the shelves(Action).v 上周你们店中基本没有出现库存积压，并且商品流通情况完好(具体例子具体例子)Last week there was very little storage in your department and the merchandise flowed very well(Specific Example).v 商店经理对此(结果)感到非常高兴。谢谢！The Store Director was very happy to see that(Resu

36、lt).Thanks.行为Action具体例子SpecificExample结果Result改进型反馈意见改进型反馈意见-例子例子Corrective Feedback-Examplev要及时完成每周报表，你似乎有点困难(行为行为)You seem to be having difficulty getting the weekly reports finished on time(Action).v比如说，上周五，我没能在五点之前收到报表，这已经是在四周之内第三次延误了(具体例子具体例子)Last Friday,for example,I didnt get the report until

37、 5:00,and that was the third time in four weeks it was late(Specific Example).v所以，周一之前我无法向管理层递交报告(结果结果)So I didnt get my report to management until Monday(Result).行为Action具体的例子SpecificExample结果Result练习：练习：错过的提供反馈的机会错过的提供反馈的机会Exercise:Missed Feedback Opportunity你何时错过了提供反馈的机会When did you miss a chance

38、 to give feedback?v 回想前三天Think about the last three daysv 回顾快速反馈技巧Review the quick feedback tipsv 想象一下，当时你应该说什么Jot down what you might have saidw 场景situationw 行动action takenw 结果resultw 重要性之所在why it was important2-3 分钟分钟Minutes指导讨论的五个步骤指导讨论的五个步骤 一一Five Step Framework for Coaching Discussions#1v 奠定讨论的

39、基础Set the Stagew 明确讨论目的Clarify purpose of discussionw 创建相互支持的气氛Establish supportive climatev 对现状达成共识Agree on the Situationw 情况/任务Situation/Taskw 预期结果Desired resultsv 探求可能性Explore Possibilitiesw 可以采取的新行动/行为Possible new actions/behaviors指导讨论的五个步骤指导讨论的五个步骤 二二Five Step Framework for Coaching Discussions

40、#2行动计划Action Planv 行动步骤Action stepsv 衡量结果.如何？Measure results.How?v 需要什么支持？What support is needed?v 安排跟踪和时间Schedule follow-up跟踪Follow Up最重要的指导技能是倾听The Most Important Coaching Skill is LISTENING需要多少指导？反馈？需要多少指导？反馈？How Much Coaching?Feedback?反馈及指导需求基于：Feedback and Coaching Needs are based on:v 问题的实质The

41、 nature of the situationv 员工的经验The employees experiencev 技能水平Skill levelv 工作上所花的时间；以及Time on the job;and v 实际业绩Demonstrated performance需要多少指导需要多少指导 How Much Coaching?高技能Highly skilledv仅提供纯信息性的反馈意见。员工有能力评估这些信息并自行制定解决方案Feedback contains only information.Employee able to evaluate the information and ge

42、nerate alternative solutions on his or her own.v员工即使可以自行理解或分析新信息，但仍需借助外界的帮助来寻求解决方案Can interpret or evaluate new information on own,yet may need help finding alternative solutionsv帮助员工寻求解决方案Help employee explore alternatives.SMART Goals聪明目标聪明目标v Specific具体具体v Measurable可以衡量可以衡量v Achievable可以实现可以实现v R

43、elevant相关性相关性v Time时间期限时间期限SMART GoalsGoals without SMARTIncrease marginMake sure Department Head train their staff.Goals with SMARTIn the last quarter of 1998 My section will increase margin by at least 5%over the same period last year.By November 1st I will put a plan in place to insure that all D

44、epartment Heads train their subordinates in all the Carrefour basic modules over the next 3 months 聪明目标聪明目标非聪明目标非聪明目标增加利润增加利润确保课长对员工进行培训确保课长对员工进行培训聪明目标聪明目标到到1998年最后一个季度为止，年最后一个季度为止，我们处的同比利润增长至少达我们处的同比利润增长至少达到到5%。我将从我将从11月月1号开始实施具体号开始实施具体计划，确保所有的课长在此后计划，确保所有的课长在此后的三个月中，培训公司各基本的三个月中，培训公司各基本部门中的员工部门中的员

45、工SMART Goals-Good Examples?聪明目标聪明目标-正例？正例？v Negotiate an action plan with our supplier to decrease purchasing costs by 10%by year-end与供应商协商行动计划，争取在年底前降低与供应商协商行动计划，争取在年底前降低10%的采购成本的采购成本v Become a better manager for my employees成为一名更好的经理成为一名更好的经理v Prepare by September 1 an action plan to reduce labor

46、costs in my Section by at least 5%在在9月月1日前，准备一份行动计划，把自己所在处的劳动成本降低日前，准备一份行动计划，把自己所在处的劳动成本降低5%v Prepare and distribute the quarterly financial reports on a timely basis及时准备和提交季度财政报告及时准备和提交季度财政报告v Become better at time management更好地进行时间管理更好地进行时间管理练习练习-哪些是聪明目标？哪些是聪明目标？Exercise-Which Are SMART Goals?v 符合

47、预算要求Meet budgetv 从1998年底开始启用新的报告系统Utilize the new reporting system by year-end 1998v 使客户满意率超过去年Improve customer satisfaction rating over last year5分钟分钟5 Minutes时间宣言时间宣言Time Declaration当今企业界脍炙人口的一个口号是：Today,A Catch of the Business World Is:蛮干不如巧干！蛮干不如巧干！Work Smarter,Not Harder!时间就是金钱时间就是金钱Time Is Mon

48、ey时间紧迫的原因时间紧迫的原因Sources of Stressv时间观念Concept of Timev缺乏计划Lack of Planning 三个计划工具三个计划工具Three Planning Toolsv 所有任务清单Master Task Listv 日历Calendarv 每日工作清单Daily to Do List所有任务清单所有任务清单Master Task Listv记录你所要做的每一件事Record Everything You Have to Do v将大而复杂的任务划分成较小的部分Break Down Large or Complex Tasks Into Smal

49、ler Componentsv进行任务分类Categorize the Tasksv在必要的项目中运用其它计划工具Transfer Necessary Items to Other Planning Tools任务分类任务分类Categorize the Tasksv 打电话To Callw后续联络曾经联系过的，十分重要的 Follow-up Already Contacted,Importantw跟踪电话仍在争取确定同对方会面Call Back Still Trying to Make Appointmentw所有电话单未来的电话联络Master Call List Future Calls

50、v 写To Writew信/传真Letters/Faxesw报告Reports w人员评估People Evaluationsw其它Othersv 会见时间待定To Meet to be Scheduledv 做其它To Do Others会务日历会务日历Appointment Calendarv 会议和事务Meetings&Eventsv 主要项目整段时间的分配Major Projects Allocation of Time Blockv 每周电话单Weekly Call Listv 每日电话单Daily Call List每日工作清单每日工作清单Daily To Do Listv 来源S

51、ourcesw紧迫任务Immediate Tasksw所有任务清单Master Tasks Listw日历项目Calendar Itemsv 依据各人生活、工作目标的重要性程序 Based on Degree of Importance in Relation to Ones Life/Business Goals每日工作清单每日工作清单Daily To Do Listv 按轻重缓急顺序进行排列Prioritized(A,B,C,)v 对每项工作内容进行有序的排列 Sequenced(A1,A2,A3,)w掌握当天的时间 Control Time for the Dayw放在显著位置Visua

52、lly Prominentw完成一项任务后将其从清单中删除同时将其从所有任务清单中删除Cross Through as Complete Tasks also Cross Through on Master Task Listw检查当天任务的完成情况 Review Progress at End of Dayw制定第二天的计划 Make Plan for Next Day!如何处理干扰如何处理干扰How To Deal With Interruptionsv 处理干扰的策略Dealing with Interruptions-Strategiesw 电话访谈Phone Callsw 来访者和不

53、定期的会议Dropper-inners and Unscheduled Meetingsw 危机Crisisesw 文稿和杂乱的办公桌Paper and Messy Desksv 把任务清单放在比较显眼的位置Keep Your Task List Prominent轻重缓急轻重缓急Prioritizing1324紧急紧急 Urgent不紧急不紧急 Not Urgent重要重要 Important不重要不重要 Not Important时间运用分析时间运用分析Time Analysis用时用时 Time收效收效 Results20%80%80%20%帕特雷帕特雷80/2080/20原理原理(或八

54、或八/二分成法二分成法)Paretos Eighty-Twenty Principle会议管理会议管理Meeting Managementv召开会议时，经常会遇到些什么问题？What problems do you usually have when you have meetings?v如何准备会议？How to Prepare the Meeting?v如何召开会议？How to Conduct the Meeting?v如何参加会议？How to Attend the Meeting?会议管理会议管理确定目的进行会前分析制定明细日程表分配角色记录会议结果跟踪搜集/发布信息计划解决问题决策

55、决定主要参加者限定讨论题目数量规定每个论题的时间预先通知领导记录员将决议整理成文件确定各活动项目的责任如果可能的话,分发有关行动的备忘录跟踪Meeting ManagementDefine the PurposeConduct a Pre-Meeting AnalysisPrepare a Detailed AgendaEstablish RolesRecord OutcomeFollow UpCollecting/disseminating informationPlanningProblem solvingDecision makingDecide who should attendLim

56、it number of topicsEstablish a timeframe for eachCirculate in advanceLeaderScribeDocument decisions reachedDetermine responsibility for action itemsDistribute action-oriented minutes at meeting,if possibleFollow up!如何召开会议如何召开会议v活跃气氛v回顾上次会议记录w 认可上次会议成功结果w 同意对这次会议目标的认识v引导分层次讨论w 注意均衡参与w 注意让参加者看到、听到所议内容

57、v总结会议结果v布置会后要完成的任务或制定行动计划How to Conduct the Meetingv Manage dynamicsv Review previous meeting recordw Highlight the group previous successesw Ensure that members have a common understanding of the objectives of the current meetingv Facilitate step-by-step discussion w Achieve equitable participation

58、w Sustain the flow of the meeting using informational displaysv Summarize what has been accomplishedv Review assignment or generate action plan如何参加会议如何参加会议How to Attend the Meeting?v 事先准备Prepare in Advancew 思考会议讨论内容Think over the Topics to be Discussedw 准备发言内容 Prepare the Content of Your Speechv 准时参

59、加 Attend on timev 积极参与与积极倾听Participate and Listen Activelyv 承担责任，落实会议结果 Take the Responsibility and Materialize the Outcomes of the Meeting团队和团队协作团队和团队协作 Team&Teamwork一个团队由一组具有互补技能的人组成，他们为了共同的目的，投身与共同的目标和工作方法，并且每个人都承担一定的责任。A team is a small number of people with complementary skills who are committe

60、d to a common purpose,performance goals,and approach for which they hold themselves personally accountable Katzenbach and Smith,The Wisdom of Teams/团队的智慧团队协作是许多人共同完成个人单独所无法完成的工作Teamwork is individuals working together to accomplish more than they could do aloneTEAM 的含义的含义What Does Meanw 共同ogetherw 每

61、人 achw 实现chievesw 更多ore团队成功的条件团队成功的条件Conditions For Team Successv 目标一致Shared Visionv 理解团队Understanding of the Teamv 沟通Communicationv 领导有力Strong Leadershipv 责任明确Involve the Right People to Ensure Commitmentv 互相帮助Experienced Help Where Necessary理解团队理解团队Understanding The Team v 有耐心Be Patientv 最好地估价别人As

62、sume the Best about the Peoplev 注重解决实际问题，而不是一味地责备Focus on the Problem,Not the Blamev 注重实际工作行为，而不是态度和人品Focus on Behaviors,Not Attitudes or Personalitiesv 不要在背后议论他人Dont Backbite about Team Members团队交流的基础团队交流的基础 一一Team Communication Basics#1v 合作解决问题，实现团队目标Aiming Interaction at Solving Problems and Achi

63、eving Team Goalsv 团队成员相互信任Team Members Trusting Each Otherv 通过交流，在团队中就观点、感受、情况及期望等事宜达成共识Communicate to Have a Common Understanding of Ideas,Feelings,Situations,and Expectations团队交流的基础团队交流的基础 二二Team Communication Basics#2v 团队成员相互激励并征求他人意见Team Member Encouraging and Soliciting Input from Othersv 欢迎并处理

64、异议，制定有力的决策Inviting and Dealing with Disagreement to Make Sound Decisionsv 分担义务，有效地与其他团队成员进行交流Sharing Responsibility for Communicating Effectively with Team Members集体决策时的有效指导集体决策时的有效指导 一一Helpful Tips When Making A Decision By Consensus#1v 作好讨论问题的准备 Be prepared to Discuss the Issuesv 勿偏离主旨Stay Focus o

65、n the Purposev 确保别人能够听到Take Responsibility for Being Heardv 给他人提供一个安全空间 Give Others a Safe Space 集体决策时的有效指导集体决策时的有效指导 二二Helpful Tips When Making A Decision By Consensus#2v 勿草草了事Dont Rushv 妥善处理冲突Address Conflictv 对事不对人Confront Ideas Not Peoplev 同意你认为正确的观点Agree with Decisions You Feel Comfortable with

66、 v 切记，有时并非一定要达成共识Keep in Mind the Situations when Consensus Is Not Appropriate解决团队冲突解决团队冲突Managing Team Conflictv 内部冲突Internal Conflictv 个人与团队的冲突Individual Conflict with the Teamv 团队与某个成员的冲突Team Conflict with One Memberv 团队成员之间的冲突Conflict Between Team Membersv 团队之间的冲突Conflict Between Teamsv 团队与团队之外的某个人的冲突Team Conflict with Someone Outside the Team解决团队冲突的步骤解决团队冲突的步骤Steps to Resolving Team Conflicts承认既存冲突承认既存冲突Acknowledge the Conflict各方达成共识各方达成共识Gain Common Understanding全面了解情况全面了解情况Understand All