GlobalBusiness

Services?

IBM

Corporation

2020Consultant

Foundation

Module4顧問基礎(chǔ)模塊4Facilitation

Skills引導(dǎo)技能LeslieZhangS&T

Bootcamp,2020Introduction

to

the

Course課程介紹Course

Objectives課程目標(biāo)At

the

end

of

this

course,

you

will

be

able

to:在課程結(jié)束后，你將掌握:Develop

more

awarenesson

whatis

facilitation

andfacilitator

roles對什么是引導(dǎo)以及獲得對引導(dǎo)者角色的更多認(rèn)識Explore

what

are

key

skills

required

to

be

a

goodfacilitator探索成為一名優(yōu)秀的引導(dǎo)者所需要的關(guān)鍵技能Share

what

challenges

we

met

when

we

facilitate

aworkshop

and

how

to

handle

them分享我們在舉辦研討會時遇到的挑戰(zhàn)，以及如何處理這些挑戰(zhàn)Agenda日程Kickoff啟動-Understandfacilitation

roles理解引導(dǎo)者角色09:00-09:15Facilitation

processes

and

skills引導(dǎo)程序和技能Facilitation

process-FISHmodel引導(dǎo)程序-FISH

模型Behaviors

of

superstar

facilitators優(yōu)秀引導(dǎo)者的行為Facilitation

skills引導(dǎo)技巧Brainstorming頭腦風(fēng)暴09:15-10:30Practice

of

Facilitation引導(dǎo)訓(xùn)練10:45-11:30Wrap

Up總結(jié)-Recap

Key

Learning回顧關(guān)鍵內(nèi)容11:30-11:45GroundRulesReminder提醒：需遵守的基本規(guī)則Please

remember

to

turn

off

yourcellphones請記得關(guān)掉你的手機Please

be

ontime請準(zhǔn)時參加Have

fun!保持良好心態(tài)Ask

questions

積極提問Get

involved

積極參與Share

experiences

分享經(jīng)驗Provide

feedback

提供反饋When

Do

We

Use

Facilitation？我們什么時候需要進(jìn)行引導(dǎo)？The

Facilitation

Rainbow引導(dǎo)彩虹ProcessMonitoring過程監(jiān)控Brainstorming腦力激蕩Workshop研討Direction統(tǒng)一方向Teaching教導(dǎo)Demonstrating論證Presenting演示HIGH高LOW低HIGH高Contribution

to

Content對內(nèi)容的補充Interaction相互作用Facilitator引導(dǎo)者Documentor記錄者Timekeeper計時員Participant參與者Roles

within

the

workshop工作中的角色EffectiveWorkshopUnderstanding

of

facilitation

roles理解引導(dǎo)者角色Bridge

between

participants

&

objectives

to

be

accomplished在參與者和要完成的目標(biāo)之間架起橋梁Facilitator=Mediator

導(dǎo)演，中介調(diào)停引導(dǎo)者=調(diào)停者Time

keeper(no

rabbit

trails

拖拖拉拉)計時員Documentor記錄者Directing

the

conversation引導(dǎo)對話NOT:禁止:Involved

in

discussion沉浸在討論中Participant參與者Organize

a

Facilitation組織引導(dǎo)Global

Business

ServicesThe

FISH

model

helps

frame

and

set

up

the

discussion,

investigateand

explore

pertinent

points,shape

and

focus

the

discussion,

and

then

harvestkey

learning

points.FISH模型幫助建立討論的框架和設(shè)置，調(diào)查和探索相關(guān)的點，塑造和聚焦討論，然后收獲關(guān)鍵的學(xué)習(xí)點。Phases

of

a

Discussion

–

The

phase

of

aneffective

learning

discussion

follow

a

logicalprogression

of

four

distinct

phases:討論階段–有效的學(xué)習(xí)討論需要遵循四個不同階段的邏輯遞進(jìn):Framingset

–

expectations,

determineobjectives確定框架–設(shè)定期望，確定目標(biāo)Investigation

–

explore

new

informationidentify

topics

for

expansion調(diào)查–探索新的信息，確定擴展的主題Shaping

–

guide

discussion,

focus

discussionto

achieve

objectives成型–引導(dǎo)討論，集中討論以達(dá)成目標(biāo)Harvesting

–

translate

new

information

intousable

knowledge收獲–將新的信息轉(zhuǎn)化為可用的知識The

Framing stage

puts

the

discussion

into

context將討論貫穿到框架確定階段Objectives目標(biāo)Participants

understand

the

focusofthediscussion.參與者理解此次討論的目的.Ensures

group

is

headed

in

thesame

direction.確保整個團隊在朝一個方向前進(jìn).Typical

words典型話術(shù)“Let’s

focus

on…”“讓我們專注在…”“Let’s

put

this

in

the

parking

lot

andcome

back

to

it

later”“我們先把這個放在一邊，等會兒再討論”“Let’s

spend

some

time

discussing…”“讓我們花時間討論下…”Framing確定框架The

Investigating

stage

gives

the

facilitator

the

opportunity

togather

ideas調(diào)查階段為引導(dǎo)者提供了收集想法的機會Objectives目的Explore

ideas,

issues,

andinformation

related

to

the

topicunder

discussion.探討與討論主題相關(guān)的想法、問題和信息.Use

open-endedquestions.使用開放式提問.Typical

words典型話術(shù)“What

about…?”“…怎么樣?”“What

do

you

think?”“你們怎么想?”“What

have

youdone?”“你都做了些什么?”Investigating調(diào)查Assumptions

and

conclusions

aredrawn

during

the

Shapingstage在成型階段得出假設(shè)和結(jié)論Objectives目的Pulls

ideas

together

and

helpsmake

sense

of

the

accumulatedinformation.

The

groupbegins

tosynthesize

the

information

and

todrawconclusions將想法結(jié)合在一起，對之前累積的觀點進(jìn)一步進(jìn)行理解；然后合成信息,并得出結(jié)論Typical

words典型話術(shù)“Is

that

related

with…”“這和…是不是有關(guān)的”“It

seems

that

there

are

three

possibleoptions…”“似乎有三種可能性…”“

All

those

suggestions

are

about…

”“所有的觀點都是關(guān)于…”Shaping成型The

Harvesting

stage

will

use

those

assumptions

andconclusions

to

solve

problems

ormakedecisions.收獲階段將利用這些假設(shè)和結(jié)論來解決問題或做出決策.Objectives目的Participants

ask

themselves

how

theinsights

apply

to

the

current

challenge.This

is

the

most

meaningful

part

ofadiscussion

–

making

a

connectionbetween

what

was

learned

and

an

actualapplication參與者會問自己，這些見解或觀點如何應(yīng)用于當(dāng)前的挑戰(zhàn)；這是討論中最有意義的部分——在學(xué)到的知識和實際應(yīng)用之間建立聯(lián)系Typical

words典型話術(shù)“What

weall

agree

is

that…”“我們都同意的是…”“What

welearned

is

that…”“我們學(xué)到的是…”“The

most

applicable

option

is…”“最適用的選擇是…”Harvesting收獲Thinking

about

FISH

model

in

your

mind在你的腦海里思考一下FISH模型What

wewantis…我們想要的是…What

we

getis…我們得到的是…Any

goodidea?有什么好的想法嗎?Relevant

ornot相關(guān)與否BecomeaGood

Facilitator成為一個好的引導(dǎo)者Behaviours

of

superstar

facilitators明星引導(dǎo)者的行為Observing

Group

Behaviour觀察團隊行為Focusing

on

Outcomes關(guān)注結(jié)果Avoid

Pollution避免無效的討論產(chǎn)生Observing

Group

Behavior觀察團隊行為How?Act

as

a

“mirror”

reflecting

back

what

is

happening

in

the

groupwithout

judging,

evaluating

or

interpreting

the

information.Restate

or

summarize

whatotherssaid

for

agreement

within

thegroup.如何觀察?像一面“鏡子”一樣反映出團隊中正在發(fā)生的事情，而不去評判、評估或解讀這些信息。重申或總結(jié)小組內(nèi)得到其他人一致同意的觀點或意見.Observing

Group

Behavior觀察團隊行為Ask

yourself?What

specific

behaviors

are

helping

the

team?What

specific

behaviors

are

hurting

the

team?What

team

roles

are

being

overplayed

or

underplayed

(shaper,

analyzer,etc.)?What

nonverbal

behavior

do

you

notice?Who

talked

to

whom

and

for

howlong?Who

listened

and

what

did

they

do?How

were

decisions

made

and

disagreements

resolved?What

is

the

team

doing

right

(bepositive)?內(nèi)心反思?什么特定的行為可以幫助團隊?什么特定的行為會阻撓團隊?哪些團隊角色被夸大了或低估了(塑造者、分析者等)?你注意到了哪些非語言行為?誰和誰討論了多久?傾聽者都做了什么?決定是如何做的以及爭議是如何解決的?團隊做對了什么(積極的態(tài)度)?Focusing

on

Outcomes關(guān)注結(jié)果“What

do

we

plan

to

get

out

of

this

meeting?

What

is

the

end

result?”“我們打算從這次會議中得到什么?最終的結(jié)果是什么?”Possible

results:A

clear

understanding

of

an

issueA

decision

(agreement

on

a

course

action)A

written

report,

plan,

letter,

or

other

documentA

stepin

the

problem

solving

process:

a

problem

identified,

data

analyzed,solutions

generated,

etc.Others?可能產(chǎn)生的結(jié)果:清楚理解問題決定(對行動方針達(dá)成的一致意見)書面報告、計劃、信函或其他文件問題解決過程中的步驟:確定問題、分析數(shù)據(jù)、生成解決方案等.其他?If

you

aim

to

be

a

good

facilitator,you

need

toconsiderany

"pollution"from

the

following;如果你的目標(biāo)是成為一個好的引導(dǎo)者,你需要思考可能從下列行為中產(chǎn)生的任何的“無效討論”;involvement

in

contentyour

own

agendaunclear

purpose

and

benefitsyour

ego

and

emotional

statenon-verbal

interventiontiredness參與內(nèi)容自己的日程不清楚目的和優(yōu)勢自我，情緒狀態(tài)非語言干預(yù)疲勞Avoid

Pollution避免無效的討論產(chǎn)生Key

Skills

Needed

for

aGood

Facilitator成為好的引導(dǎo)者的關(guān)鍵技巧AskingQuestion積極提問ActiveListening積極傾聽Option

Finding/Decision

Making做選擇/決策HandlingChallenges處理各種挑戰(zhàn)GivingFeedback給予反饋Why

Ask

Questions?為什么要問問題?To

communicate

interest

and

understanding傳達(dá)對討論的關(guān)心和自己的理解To

express

lack

of

understanding表達(dá)不理解的部分To

share

a

concern分享想法To

confront當(dāng)面交流To

explore

more

idea發(fā)散更多的想法Types

of

Questions問題的類型Use

OPEN

to

probe:“Who,

why,

what,

when,

how?”使用開放式的提問進(jìn)行調(diào)查:“誰,什么,為什么,什么時候,如何?”Use

CLOSED

(yes/no

answers) to

redirect/summaries:-

“Are

yousayingthat…?”使用封閉式提問(用是/不是回答)

來進(jìn)行整理/總結(jié):-

“你是說…?”Questioning提問Use

YOU

questions

使用你來進(jìn)行提問Howdo

you

see

this?你如何看待呢?What

are

your

priorities?

你的重點是什么?How

important

is......to

you?......對于你有多重要?Tell

me

more

about......?告訴我更多關(guān)于......?What

if.......Why........How......?如果.......為什么........怎么......?Four

steps

to

ask

questions:問問題的四個步驟:Ask

the

question問出問題Pause

to

give

participants

time

tothink暫停，讓參與者有時間思考Listen

carefully

tothe

answer認(rèn)真傾聽回答Respond

or

ask

other

participants

tocommenton

the

answer回答或請其他參與者對回答進(jìn)行評論When

toProvide

Feedback什么時候提供反饋When

beingasked

to當(dāng)被要求時When

there

is

a

groupneed

for

change

or

forreinforcement當(dāng)一個團隊需要改變或加強時When

completing

aformal

interventionwith

the

group當(dāng)完成對團隊的調(diào)停時In

order

to

prevent

major

mistakes為了阻止重大錯誤產(chǎn)生時What

if?發(fā)生如下情況怎么辦?You

have

someone

talking

too

much

…

what

issomething

you

can

do

that

will

help

them

be

quiet.有些人表達(dá)的太多了，你能做些什么來讓他們安靜下來呢？You

have

participants

that

are

not

interacting,

how

do

youencourage

their

participation?參與者沒有進(jìn)行互動，你如何鼓勵他們的參與?You

have

conflict

arise?當(dāng)有矛盾產(chǎn)生?Four

Categories

of

DifficultParticipants四類難控制的參與者Withdrawers沉默寡言型Arguers爭論型Supertalkers能說會道型Monopolizers獨斷型Withdrawers

appear

quiet

andwithdrawn. Theymay

bebored

or

shy沉默寡言者比較內(nèi)向和安靜，他們可能會感到厭煩或者羞于表達(dá)Get

them

involved:如何讓他們參與:Move

closer

to

the

person靠近他們Maintain

more

eye

contact

withhim/her多與他們進(jìn)行眼神接觸Use

his/her

name

in

an

example用他們的名字進(jìn)行舉例Pair

the

person

with

a

super-talker

oranactiveparticipant把他們和一個超級健談的人或者一個積極的參與者配對Arguers

like

toprove

that

they

know

more

than

the

trainer.They

are

uncooperative,

difficult,

or

domineering.爭論者喜歡證明他們知道的比較多；他們不合作、難相處、比較專橫。Break

eye

contact移開視線Avoid

arguing避免爭論Acknowledge

and

move

on表示任何并繼續(xù)話題Use

theParking

Lotfor

design

issues將爭論的觀點先放在一邊Meet

with

theperson

at

a

break在休息的時候與他們見面Give

them

a

task

(i.e.

maintain

the

parking

lot

orways

to

get

moreinvolved

with

the

project)給他們一項任務(wù)(例如：記錄放在一邊的爭論的觀點或者昂他們更多地參與到項目中來)Supertalkers

engage

in

side

conversations

or

monopolizethefacilitator’s

time. This

isdistracting

to

otherparticipants超級能說會道的人會插話或者獨占引導(dǎo)者的時間，這會分散其他參與者的注意力。Move

closer

to

the

person

and

continuethe

lecture

from

that

point離那個人近一點，然后繼續(xù)講User

the

person’s

name

in

an

example在例子中使用他們的名字Separate

supertalkers;

pair

themwithwithdrawers隔開他們;把他們和沉默寡言者放在一起Ask

adirect

question直接問問題Monopolizers

constantly

try

to

provide

all

the

answers.

Theyneedto

give

others

opportunity

toparticipate

in

the

discussion獨斷者總是試圖提供所有問題的答案，他們需要給其他人參與討論的機會Break

eye

contact

with

the

participant與參與者進(jìn)行眼神接觸Say

something

like:

“Those

aregoodpoints. Who

else

has

a

questionorcomment?”說一些類似于這樣的話：“這些是好觀點，誰還有其他的問題或者想法?”Ask

other

participants

direct

questions直接問其他參與者問題Once

you

understand

the

reason

for

challenging

behavior,

you

can

learnhow

todealwith

itthrougha

numberofcoping

strategies如果你理解了一些挑戰(zhàn)性行為產(chǎn)生的原因，你就可以通過一些應(yīng)對策略來學(xué)習(xí)如何應(yīng)對Reflect

back

to

the

challenger

what

youthink

youheard.把你聽到的反饋給挑戰(zhàn)者.Deflect

the

responsibility

of

responding

to

one

or

more

members

of

the

group

as

appropriate.在適當(dāng)?shù)那闆r下，負(fù)責(zé)對團隊中的一個或多個成員做出響應(yīng).Refocus

the

attention

of

the

entire

group

or

the

challenging

into

something

else

(ignore

them)關(guān)注整個團隊的注意力或?qū)⑻魬?zhàn)性行為轉(zhuǎn)化為其他事情(忽略它們)Specify

by

getting

the

challenger

to

define

in

their

own

words

what

they

do

not

understand

or

want

toexplain.讓挑戰(zhàn)者用自己的話來定義他們不理解或想要解釋的內(nèi)容.Reframing

involves

getting

a

challenger

to

view

their

remarks

from

a

different

perspective.重新整理框架包括讓挑戰(zhàn)者從不同的角度來看待他們的言論.Confrontation

is

sometimes

the

best

way

to

handle

a

situation,

and

ask

the

challenging

persondirectly

to

discontinue.正面解決有時是處理問題的最好方法，直接讓有挑戰(zhàn)性的人停止提問.Key

is

to

have

good

Observing

Skills關(guān)鍵是要有良好的觀察能力Observing

Skills觀察技巧Observe

body

language觀察肢體語言Determine

Feelings

based

onObservations根據(jù)觀察確定感覺Take

Actionbased

onInferences根據(jù)推論采取行動Brainstorming頭腦風(fēng)暴Tools

for

Idea

Generation觀點產(chǎn)生的方式How

IdeaComesOut?觀點是如何產(chǎn)生的?Ideas觀點Style

ofBrainstorm頭腦風(fēng)暴的類型Freeform

BrainstormFree

to

speakRepeat

the

previous

idea

ifnecessary自由型頭腦風(fēng)暴自由發(fā)言必要時重復(fù)之前的觀點Pros優(yōu)點More

naturally

更自然Time

saving

節(jié)省時間Better

team

merit

帶來更好的團隊價值Cons

缺點Less

productivity

低效率的觀點輸出Dominated

by

some

powerful

people

局面可能會被一些更有影響力的人控制Not

deep

enough

討論不夠深入Structured

BrainstormOne

by

one

and

each

member

putting

forthanidea

in

orderMembers

who

don’t

have

an

idea

at

that

momentsay

“pass”組織型頭腦風(fēng)暴每個成員按順序一個接一個提出一個想法沒有想法的成員會說“下一個“Pros優(yōu)點Cons缺點More

Ideas

更多的觀點產(chǎn)生Adapt

to

personal

own

styles

適應(yīng)個人風(fēng)格More

time

for

complex

problem

有更多的時間解決復(fù)雜的問題Always

framed

討論總是在框架下進(jìn)行Time

consuming

耗費時間Not

feeling

of

team

sprit

沒有團隊精神的感覺No

Judgment

- Until

it

should

be

judged不輕易評判-直到它應(yīng)該被評判Discussion討論Support支持Complement補充Questioning提問Frown皺眉Judgment評判Cough咳嗽Apathy漠不關(guān)心

Sigh嘆氣Rule

#

1規(guī)則#1Innovation創(chuàng)新Judgment評判NoBadIdea–

Any

ideahasitsvalue沒有錯誤的觀點–任何觀點都有它的價值Rule

#

2規(guī)則#2Rule

#

3規(guī)則#3More

is

better

than

Less

–

Quantity

oriented多比少好–數(shù)量導(dǎo)向Team

work

–

Support

others團隊合作–支持他人Rule

#4規(guī)則#4Better

Idea

Comesfrom

Teamwork好想法從團隊合作中產(chǎn)生Summary:

Facilitation

Mindmap總結(jié)：引導(dǎo)思維導(dǎo)圖Basic

FacilitationSkills

Workshop基本引導(dǎo)技能研討會Avoid

Groupthink!避免集體思維!EffectiveCommunications作出選擇和制定決策HandleConflict處理爭議Tips

&Tricks小貼士與技巧GivingActiveListening認(rèn)真聆聽Asking提問Divergent

ThinkingTools發(fā)散思維Mindmapping思維導(dǎo)圖Brainstorming頭腦風(fēng)暴Structured,with

Post-its用便利貼組織起來ConvergentThinking

Tools聚合思維Consensus達(dá)成一致Polling投票Multi-Voting多次投票Types

of

Meetings(information,

decision-making,

problem

solving,strategic

planning)會議

Option

Finding

&

類型(信息、決策、

Decision

Making

問題解決、戰(zhàn)略計劃)有效會議FISH

Model(Framing,Investigating

,

Shaping,UsefulEffective

Meetings

Techniques適用的技巧置有爭議的觀點Harvesting)FISH

模型(框Icebreakers破架,調(diào)查

,

成型,

收獲)

冰行動Ground

Rules

Parking

Lot擱基本規(guī)則Agreement

Matrix(Agreement/Disagreement,Clear/Unclear)協(xié)議表(同意/不同意，清楚/不清楚)Action

Items

List行動項目列表Evaluation評估Frameworks框架Team

Wheel(Forming,Storming,Norming,Performing)團隊輪(成型、風(fēng)暴、規(guī)范、執(zhí)行)ClarifyExpectations明確的預(yù)期做筆記FacilitationBasics引導(dǎo)基礎(chǔ)Roles

offacilitator

vs.teamleader引導(dǎo)者和團隊領(lǐng)Questions

導(dǎo)的角色差異Outcomes-focused關(guān)注產(chǎn)出Traditional“l(fā)ists”傳統(tǒng)的“列表”Use

toys,

forcreative

thinking利用玩具，發(fā)散創(chuàng)造性思維Design

flipchartsahead

on

Post-its提前將觀點寫在便利貼上Observinggroup

behavior觀察團隊行為Avoid

Pollution避免無效討論Feedback積極反饋

Observing觀察Write

flipchartnotes

in

pencilCoffee

Break茶歇時間Practice

Facilitation

Skills練習(xí)引導(dǎo)技巧Round

one(25

minutes):第一回合(25分鐘):1.

Determine

a

topic:

each

team

think

of

a

topic

that

will

inspire

discussion.

A

topic

that

will

inspire

someengaging

discussion

with

others

in

the

room.

(5

minutes)決定一個主題:每個小組想出一個話題來激發(fā)討論，這個話題要能激發(fā)其他人進(jìn)行積極討論。(5分鐘)(sample

topic:

How

to

develop

yourselffast

in

GBS?

How

to

improve

cross

team

cooperation

andknowledge

sharing?

How

to

recruit

talents

fast

from

the

market?

How

to

retain

best

people?

)(例如:如何在GBS中快速發(fā)展?如何提高跨團隊合作和知識共享?如何從市場中快速招募人才?如何留住最好的人才?)Assign

roles:

determine

one

person

to

take

the

facilit