培訓(xùn)講座《有效溝通-通過(guò)會(huì)議和研討會(huì)》全英文

EffectiveCommunication

throughMeetingsandWorkshopsAug19,2008AgendaObjectivesIntroductiontoEffectiveCommunicationElementsofEffectiveMeetingsSettingObjectivesandGroundRulesDefiningGroupRolesThoughtManagementTacticsBehaviorManagementTacticsFacilitiesArrangementSummaryQ&AObjectivesIncreaseproficiencyinplanningandconductingmeetingsImprovetheefficiencyofmeetingsyouattendBeaproductivecontributortomeetingsIntroducekeycomponentsofeffective

meetingsIntroductiontoEffectiveCommunicationEffectiveCommunicationAneffectivecommunicationis

onethatachievesitsobjective

withinareasonabletime!!ValueofCommunicationBringstogetherpeopletoexchangeinformationthatcansavetimeorincreaseproductivityKeeppeopleuptodateonvitalinformationProblemsolvingSettingdirectionOpportunityforindividualtomakecontributions,gainresponsibilities,demonstrateleadershipCommunicationsChannels7CorporateCommunications/HRChannelLineManagementChannelLeadershipChannelChangeProgramChannelCross-FunctionalChannelCommunicationChannelNoticeboardsMagazinesVideo/audioNewslettersWorkwear

Reward&RecognitionSystemsCommunicationSurveysOrientationandTrainingRoleModeling

TeamBriefingCascadesUpwardAppraisalCoaching

RoutineMeetingsSymbolicActionsRoleModelingSeminars

Management

ByWalking

AroundCoachingVisualPerformanceMeasures

E-mailTelecomsandConferencingGrapeVine

CrossProcessMeetings`360`AppraisalNewslettersPosterCampaign

PresentationsSnackandYakRoadshowsVisionWarRoomCoachingChangeTraining

WorkshopsPilotsandtry-outs1to1StakeholderMeetingsChangeAgentNetworkCommunicationObjectiveRaisingawareness(largelyone-way)RaisingUnderstand(two-way)RaisingInvolvementandOwnership(360)DirectionofCommunicationwithintheOrganizationTypesofProjectCommunicationsMeetingsKick-offMeetingProgressMeetingSteeringCommitteeMeetingIntegrationMeetingModuleTeamMeetingStakeholderMeetingSuperUserFeedbackKeyUserFeedbackEndUserFeedback...WorkshopsProcessanalysisworkshopProcessdesignworkshop...TrainingTeamBuildingSAPModulesTrainingTraintheTrainerEndUserTraining...BriefingsProjectTeam/UserBriefingKeyUserOrientationChangeAgentOrientation...PublicationsNewsletterUserDocumentation...ElementsofEffectiveMeetingsElementsofEffectiveMeetingPlanInformPrepareStructure/

ControlSummarize&

Record12435ElementsofEffectiveMeeting(cont’d)PlanMakesurethereisaneedforthemeeting(coordinateoff-lineifnot)

Prepareanagenda(seekinputfromothersasneeded)ArrangefortherightpeopletobeatthemeetingStartontime!InformDistributetheagendainadvance(atleastoneday)Clearlycommunicatetheintentofeachagendaitem(don'tjustlistheadings)EnsurethatpeoplewhoaresupposedtobethereknowaboutthemeetingEnsurethatpeopleknowwhatinformationtheyaretoprovideduringthemeetingElementsofEffectiveMeeting(cont’d)PrepareOrderagendaitemslogicallyAllocateappropriatetimeforeachagendaitemWorkissuespriortothemeeting(ifpossible)OrganizethematerialtobepresentedStructure/ControlHaveaclearpurposeforthemeetingandsticktoit!Establishgroundrulesforthemeeting(beconsistentinallmeetings)Don'tallowpeopletointerrupteachotherEliminatesideconversationsUseatimekeepertokeepontrackHavetherecorderperiodicallysummarizeinformationanddecisionsElementsofEffectiveMeeting(cont’d)SummarizeandRecordDesignateandusesomeoneasaRecorderMakesuretheRecorderunderstandswhattorecordandhowtorecordit

DocumentdecisionsandactionsassoonastheyaremadePrepareanddistributeapprovedmeetingminutesASAPafterthemeetingKeeptrackofassignedtasksGetfeedbackonmeetingeffectivenessfromparticipantsSettingObjectivesandGroundRulesTypesofCommunication-RecapInformation-giving(bull's-eye)Training,introductions,motivate,persuade,delegate,gainsupportone-to-manycommunication

Information-exchanging(ping-pong)Interviews,socialize,reconcileopposingviews,staffreportstwo-waycommunicationtoexchangeviewsInformation-creating(spiral)Makedecisions,solveproblems,analyzesituations,formulategoalsgenerationofnewideasandconceptsSettingMeetingObjectivesProgressMeeting

ObjectiveTokeeptheprojectteam

informed,involved,and

committedContentProjectstatusIssuesandrisksResourceandplanRationaleProvidestimelyforumforteam

updates,informationsharing,

issuediscussion,conflict

resolutionanddecision-makingFrequencyOnceaweekSteeringCommitteeMeetingObjectiveToinformthesteeringcommittee

membersoftheprogressofthe

project,issuesthathavearisen,and

provideforumfordecision-makingContentInformationonprogressto-dateIssuesandrisksQualityassuranceRationale

Providesadedicatedtimeforthe

SteeringCommitteetodiscussprogress

andissues,andtomakedecisionsFrequencyOnceamonthIntegrationMeetingObjectiveTokeeptheprojectteaminformedon

integrationissuesContentIntegrationissuesandrisksConflictresolutionQualityassuranceRationaleProvidestimelyforumforteamleadersto

bringupintegrationissuesandresolvethemFrequencyAsrequiredObjectivesofMeetingvs.WorkshopObjectivesToreviewplanandactivitiesToresolveissuesTomanagerisksToreachforadecisionTocomeupwithaplanforactionObjectivesTobrainstormonideasToreviewprocessesandproceduresToseekclarificationTolookfornewwaysofdoingthingsToidentifypotentialbusinessissuesToidentifypotentialbusinessimpactsToidentifypotentialbestpracticesEngineeringanAgendaAllagendasshouldlistthefollowing:MeetingstarttimeMeetingendtimeMeetinglocationTopicheadingsIncludesometopicdetailforeachheadingIndicatethetimeeachtopicisexpectedtolastIndicatewhichmeetingparticipantsareexpectedtobethemaintopicparticipantsExampleCoverageinaWorkshopFacilitiesOrientationProvideorientationtothefacilitiesandrulesgoverningareas;e.g.restrooms,smokingrules,etcReviewProjectGoalsandWorkshopObjectivesBriefreviewoftheprojectgoalsandtheobjectivestobeaccomplishedaspartoftheworkshopsTeamIntroductionsBriefintroductionofeachteammembersEstablishCodeofConductReviewCodeofConducttobeutilizedthroughouttheworkshopReviewAsIsBusinessProcessesReviewcurrentsbusinessprocesses.Functionalspecialist(s)shoulddescribetoteamcurrentprocessutilized.Technicalspecialist(s)toprovideteamunderstandingofapplicationsthatarecurrentlyutilizedtosupporteventIdentifyPotentialBusinessIssuesBringoutanybusinessissuespecifictothebusinessprocessthatwillneedtobeaddressedIdentifyPotentialNewApproachNewapproachinformationbyprocessareawillbeintroducedbythefacilitatorduringreviewof‘AsIs’businessprocesses.Theinformationwillbeusedtostimulatediscussionduringthe‘ToBe’processdiscussionsExampleCoverageinaWorkshop(cont’d)Define‘ToBe’BusinessProcessUtilizetechniquesthatmayincludeBrainstormingtoseekoutallopportunitiesfordetermininga‘ToBe’businessprocessstate.Thesemayrangefromdoingawaywithaprocess,creatinganewprocess,toenhancingthesystemprocesstosupportissue.‘ToBe’BusinessProcessOptionsRankthevariousoptionsforimprovingabusinessprocessandresolvingrelatedissue.Informationthatshouldbeutilizedintherankingprocessincluderoughorderofmagnitudeestimatestoenhancesystem,enabler/barrieridentification,criticalsuccessfactors,laborhoursrequired/saved,cycletimereductions,etcReachConsensusonOptimumResolutionandDocumentAgreeon‘ToBe’BusinessProcessandBusinessIssueResolutionselectedisoptimum.Discussionwillfocusononlyhighestimpactprocessesandissues.Ifteamisunabletoreachaconsensus,thenitemshouldbedocumentedasanopenissue.Map‘ToBe’BusinessProcesstoSAPIdentifyprocessdetailof‘ToBe’BusinessProcessformappingtoSAPmodulefunctionality.DuringthesesessionssitespecificenhancementswillbeidentifiedandimpacttoSAPwillbeassessedExampleCoverageinaWorkshop(cont’d)ReviewBusinessIssuesandImpactReviewBusinessProcessesandBusinessIssuesforaccuracyanddetermineifothersiteswillbeaffectedDocumentNewBusinessProcessesDocumentanynewprocessesuncoveredandhighlightitasachangemanagementareaofconcern.ReviewOpenIssuesPriortoendingtheworkshop,reviewallunresolvedissues.Ifafterfinalreview,theycannotberesolvedandtheteamreachesconsensusthatmanagementinterventionisrequired,thentheBusinessIssueshouldberecordedwithallviableoptionsTeamGroupCheckPeriodically,thefacilitatorwillevaluatetheteamdynamicsandprovideconstructivefeedback.TeammembersshouldapplyfeedbackconstructivelytoimproveteamperformanceEstablishingGroundRulesGroupRules:WewillstartontimeandendontimeWewillhaveanaction,ordecision-orientedgoalineachsession,anddrivetowardsthatgoalWewillberesponsibleforhowthegroupfunctions,andfortheaccomplishmentofourgoalsIndividualRules:Iwillexpressmyideasandopinions,andIwillencourageothersto

expresstheirideasandopinionsIwillnoteditcommentsduringideagenerationIwillsuggestalternativeswhenconflictoccursIwillnotengageinbehaviorsthatslowthegroupdown;suchasgettingofftopic,

interruptingandhavingsideconversationsIwillspeakupwhenthemeetingisn'tgoingwell,andhelpthegroupgetbackontrackIwillactivelylistenandbecandidandhonestwhenspeakingDefiningGroupRolesDefiningGroupRolesChairmanResponsibleformeetingpre-coordination,setup,operation,andfollowupDecidesthe"why/what,""when,""where,"and"who"ofthemeetingOrganizesandpublishesameetingagendaEnsuresthatalltherightpeoplecometothemeetingEnsuresthatallpresentersknowinadvancehowmuchtimetheyhaveEnsuresthatallagendaactionsarecoveredproperlyandefficientlyMaintainscontrolofthemeetingflow,thoughnotnecessarilythefloorMaintainsharmony;remindparticipantsofsharedgoalsandappropriatemeetingbehaviorsEnsuresneededactionsareassignedatthemeetingFollowsuptomakesureassignedactionsgetclosedEnsuresthatdecisions,information,andactionsaredocumentedandpublishedDefiningGroupRoles(cont’d)PresenterFindsouthowmuchtimethepresentationisallowedtotakeProvidesinformationclearlyandconciselyHasinformationorganized,logicalorderKnowsthetopicwellKnowstheaudience;anticipatesquestions;givescorrectlevelofdetailKnowstheaudio/visualequipmentStayswithintheallocatedtimelimitRecorderRemainsattentivethroughoutthemeetingCondensesinformationintokeypointsDocumentsdecisions,actions,pertinentinformation

ProvidessummariesduringthemeetingasrequestedProducesmeetingminutesASAPafterthemeetingGetsminutesreviewedandapprovedbythechairmanDistributesminutesquickly,ASAPaftertheyareapprovedDefiningGroupRoles(cont’d)TimekeeperRemainsattentiveandtime-consciousthroughoutthemeetingHelpsmaintainthepaceofthemeetingbyremindingpeopleoftimeusedProvidestimecuesthroughoutthemeeting(pre-coordinatethiswithChairman)ParticipantShowsupontimeand

preparedfordiscussion

Remainsattentive,alert,

andfocusedthroughout

themeetingContributeswhenneeded,whenappropriateBacksupotherteammembersby:ShowingrespectHelpingtokeepothersontargetandfocusedNotinterruptingothersNotengageinsidediscussionsEncouragingeverybody'sparticipationSuggestclosureforitemsthataren’tresolvedwithinallottedtime;volunteerforfollow-uptasksthatareassignedTimeOutThoughtManagementTacticsSixThinkingHatsLeadingpeoplethroughthechangetoachievetheprojectvisionrequiresabroadunderstandingofthechange.EdwardDeBono’ssixthinkinghatsprovidesameanstogainthisunderstandingYellowHat-Benefits:PositiveideasandfeasibilityBlackHat-Barriers:Caution,difficultiesandproblemsWhiteHat-InformationalNeeds:AvailableandrequiredinformationRedHat-EmotionalResponse:FeelingsandintuitionGreenHat-CreativeSolutions:AlternativesandcreativeideasBlueHat-Informationanalysis:ManagingthethinkingprocessYellowHatTheyellowhatrepresentsoptimismandthepositiveviewofthingsTheyellowhatlooksforfeasibilityandhowsomethingcanbedoneTheyellowhatlooksforbenefits-buttheymustbelogicallybased...Thismightworkifwe......Thebenefitwouldcomefrom...Yellowhatthinkingoftenrequiresadeliberateeffort.BenefitsarenotalwaysimmediatelyobviousandwemighthavetosearchforthemBlackHatTheblackhatisthe“caution”hatTheblackhatisforcriticaljudgmentTheblackhatpointsoutwhysomethingcannotbedoneTheblackhatpointsoutwhysomethingwillnotbeprofitable...Theregulationsdonotpermitustodothat...Wedonothavetheproductioncapacitytomeetthatorder...Whenwetriedahigherpricethesalesfelloff...HehasnoexperienceinexportmanagementMistakescanbedisastrousandthereforetheblackhatisveryvaluable.Itistheonewornmostoftenandpossiblythemostusefulhat.Atthesametimeitisveryeasytooverusetheblackhat.Itiseasytokillcreativeideaswithearlynegativity.WhiteHatThewhitehatsignifiesdataandinformationseekingWhitehatthinkingasksindividualstoputasideproposalsandargumentsandtofocusdirectlyonwhatinformationisavailable,whatisneeded,andhowitmightbeobtainedWhatinformationdowehavehere?Whatinformationismissing?Whatinformationwouldweliketohave?Howarewegoingtogettheinformation?RedHatTheredhataddressesfeelings,intuition,hunchesandemotionsTheredhatgivespeoplepermissiontoputforwardtheirfeelingsandintuitionswithoutapology,withoutexplanation,andwithoutanyneedtojustifythem...Puttingonmyredhat,thisiswhatIfeelabouttheproject...Mygut-feelingisthatitwillnotwork...Idon’tlikethewaythisisbeingdone...MyintuitiontellsmethatpriceswillsoonfallBlueHatThebluehatrepresentsprocess-controlandfacilitationThebluehatconsidersthethinkingbeingusedThebluehatsetstheagendaforthinkingThebluehatsuggeststhenextstepinthethinkingThebluehatasksforsummaries,conclusionsanddecisionsThebluehatcancommentonthethinkingbeingused...Wehavespentfartoomuchtimelookingforsomeonetoblame...Couldwehaveasummaryofyourviews?...Ithinkweshouldtakealookatthepriorities...IsuggestwetrysomegreenhatthinkingtogetsomenewideasThebluehatisusuallyusedbythechairpersonortheorganizerofthemeeting,butotherparticipantscanputforwardsuggestions.ThebluehatisfororganizingandcontrollingthethinkingprocesssothatitbecomesmoreproductiveGreenHatThe“sixthhat”assistsindevelopingcreativesolutionsorapproachesthattheprojectteamcanapplyThegreenhatisforcreativethinkingThegreenhatisfornewideasThegreenhatisforadditionalalternatives.Thegreenhatisforputtingforwardpossibilitiesandhypotheses.ThegreenhatrequestscreativeeffortWhatarethecreativesolutionsthatwecanemploy?TheRationalProcessAnalyzethesituationFactsfromconclusionsBewareassumptionsCheckyourfactsDefinefactsIdentifyuncertainfactorsIdentifyobjectivesAlternativestrategiesDiscussadverseconsequencesReach‘consensusdecision’BehaviorManagementTacticsParticipantBehaviorEnsurecommongrounding;goals,scope,timeline,deliverablesHonesty,nohiddenagendas,airanyconcernsattheoutset;‘ifyouaregoingtorocktheboatdosobeforeitleavesthedock’Clearyourdesk,demonstratecommitmenttotheworkshop,don’tpermityourselftobeinterruptedObservefundamentalworkshopetiquette;listen,timeliness,constructivecomments,commitmenttothecauseDemonstrateanappreciationofothersviews/skillsandoftheirvaluetotheprocessUnderstandothersopinionsandideas,offerconstructivecriticismsandlearntoacceptyourfairshareEncourageconflictbetweenideas,suppressconflictbetweenpeopleRespecttheroleofthepresenter/facilitatorandthemeeting/workshopprocessHandling"Problem"ParticipantsandDifficultSituationsParticipantscanbecategorizedintomanytypesAlways-ConfusedClownAttentiveConstantComplainerCreativeDevil's-AdvocateDoom-and-GloomEager-BeaverEasily-OffendedHostileLeader-of-the-RevolutionPower-SeekerNonstop-TalkerShow-offShy,SilentSupportiveWell-PreparedTencommondifficultsituationsLatecomersIrrelevant,unworkablesuggestionsGoodpointsnotrelatedtotopicunderdiscussionAttendeeswhodon'tcontributeAttendeeswhorambleoroverelaborateoneverypointRude,mockingcommentsaboutsuggestedideasWhisperingornotewritingamongattendeesCombativeattitudestowardsotherparticipantsPresenterswhoarenotpreparedSexistcommentsEffectiveUseofTeamRolesRecognizeothers’abilitiesandadjustyourowncontributionAllowothers’strengths

tobedisplayedwithoutexposing

theirweaknessesEffectiveListenersAnticipateAreobjectiveReviewandsummarizeObservebehaviorEffectiveSupportersAssumeopinionsvalidListencarefullySpecifyusefulelementsBuildonusefulelementsEffectiveDifferencesActivelylistenSupportStatedifferencesasconcernsSpecifythedifferencesAConsensusDecisionAsolutionthatALLpartiesinvolvedcanlivewithImplementableReachedbyinterpersonalandrationalprocessesNOTreachedbyvotingMe,too...Ilikeit...Itwillwork...GoodDecision...FacilitiesArrangementAttendingtoPhysicalArrangementsReservingaroomSizeoftheroom(willeveryonefitcomfortably)Air-conditioning/heatingAudiovisualequipmentanditsplacement(includingpowersourcesorphonelineaccess)Extrabulbsfortheprojector,fullpadofpaperforflipchart,pointers,markingpensAcousticsLightingShapeofthetable(s)KindandnumberofchairsArrangementofthechairs/tablesifthemeetingisalargeoneMaterialsthatparticipantsmayneed(paper,pens,water,coffee,refreshments)"Nosmoking"signs,ashtrays,oraseparatesmokingsectionInformationregardingdirections,parking,locationofphones,restrooms,etc.SignsornoticespostedinformingwhenandwherethemeetingwillbeheldAttendingtoPhysicalArrangements(cont’d)Whatisthepurposeofthemeeting?Whatchairsandtablesareavailable?Howmanypeoplewillbeattending?Howhastheseatingbeenhandledinthepast?Whatistheleader'sorspeaker'spreference?Whatphysicalconstraintswilllimitthearrangement?Willtheattendeesneedtoworkinsmallgroups?Willa"breakout"roombeneeded?Willtheleaderorspeakermovearoundtheroom?Willattendeesneedtomovearoundtheroom?SummaryGuidelinesinOrganizingMeetingsUsemeetingstoaccomplishspecificpurposesMakedecisionsonwhoandhowmanytoinvitebasedontaskcompatibility,abalancebetweentaskandprocessorientation,commongoals,andrelevantexperienceEstablishprioritiesProvideanagendaandadecisionmakingprocessFosterandmanageconstructivegroupdynamicsWhennottoHoldaMeeting?WhentheinformationcouldbeconveyedinaphonecallorinamemoWhenyouarenotpreparedWhenallthekeypeoplecannotattendWhenthecostofthemeetingisoutofproportiontowhatitwillaccomplishWhenthereisnoadvantagetoholdingthemeeting,evenifitisregularlyscheduledConflictManagementGeneralhintsthatcanbeusedtokeepth