How to propel problem-solving forward?
如何推动问题解决进展？
最近，我为一家开发商组织了一场团队教练工作坊，汇集了来自财务、市场营销、广告、租赁和人力资源等不同部门的十位高管，共同解决一个困扰他们至少五年的问题。我们花了五个小时，找到了前进的方向。
我做了什么呢？
我建议老板和主管们不参与，以避免表面化的讨论。
在研讨会之前，我与老板讨论了核心问题，确保团队做好心理准备，释放他们的想象力。
我通过保密协议，营造了一个心理安全的环境，让每个人都可以自由表达自己的想法。
我运用了OSCAR教练模型来推动研讨会的过程。
我采用了逆向思维技巧，打破他们思维惯性，探索新的解决方案。
透过提问，他们优化了公司的愿景，强调以服务为导向的方法，并明确了未来努力奋斗的共同目标。
通过SWOT分析，他们发现了问题的内部和外部因素，并探索了公司未来发展的机遇。
我激发参与者展望成功的未来，并采用回溯法指导他们当前的行动。
我促进了头脑风暴会议，注重数量而非质量，鼓励堆叠创意，并强调贡献而非竞争。
我们制定了可行的行动计划，明确了负责人，并实施了相互监控的体系。
所有这些行动是否都能得到充分实施，将由未来决定。然而，重要的是，在研讨会之后，团队动态发生了转变，从分散状态转变为在短短五个小时内的凝聚力。
我相信，建立信任，促进团队成员之间的相互支持，并建立共同努力的共享愿景，是实现持续进展的关键因素。
Recently, I orchestrated a team coaching workshop for a developer, bringing together ten executives from different departments, including finance, marketing, advertising, leasing, and human resources, to address an issue that had been troubling them for at least five years. We spent five hours and found the way forward.
What did I do?
I recommended that the boss and directors refrain from participating to avoid superficial discussions.
Prior to the workshop, I discussed the core problem with the boss, ensuring that the team was mentally prepared to unleash their imagination.
I fostered a psychologically safe place with a confidentiality agreement, allowing everyone to express their thoughts freely.
I utilised the OSCAR coaching model to drive the workshop process.
I employed reverse thinking techniques to disrupt the inertia of their thought patterns and explore new solutions.
I optimised the company's vision by emphasising a service-oriented approach and clarifying the shared goals for their future endeavours.
Through a SWOT analysis, we uncovered both internal and external factors of the problem and explored opportunities for the company's future development.
I inspired the participants to envision a successful future and employed a backward approach to guide their present actions.
I facilitated brainstorming sessions, prioritising quantity over quality, encouraging idea stacking, and emphasising contribution over competition.
We developed a manageable action plan, clarifying accountable individuals and implementing a system of mutual monitoring.
Whether all the actions will be fully implemented is a matter for the future. However, what is important is the shift in the team's dynamics after the workshop, transitioning from a state of dispersion to cohesion within those five hours. I believe that building trust, fostering mutual support among team members, and establishing a shared vision of collective efforts are the key factors for consistent progress moving forward.
Love. David
Comments