克服團(tuán)隊(duì)協(xié)作的五大障礙

課程時(shí)長(zhǎng)：2天

北京12月19-20 上海12月26-27 深圳1月13-14

【課程背景】

由美國(guó)著名咨詢(xún)公司Table Group開(kāi)發(fā)，是組織健康體系的核心模型，現(xiàn)今已被多種團(tuán)隊(duì)教練體系采用。為了在恒定并不斷發(fā)展的團(tuán)隊(duì)基礎(chǔ)上實(shí)現(xiàn)團(tuán)隊(duì)協(xié)作，以達(dá)到一個(gè)設(shè)定的目標(biāo)或結(jié)果，就必須克服在團(tuán)隊(duì)中普遍存在的五種協(xié)作障礙。很多管理上的表象問(wèn)題也是源于這五項(xiàng)障礙或多或少的存在！

【適用對(duì)象】

• CEO、事業(yè)部領(lǐng)導(dǎo)者、項(xiàng)目及團(tuán)隊(duì)負(fù)責(zé)人、人力資源總監(jiān)及經(jīng)理、內(nèi)部培訓(xùn)師

   

  【課程收益】

• 團(tuán)隊(duì)協(xié)作五種障礙引發(fā)的問(wèn)題

1. 落敗 ：落敗給競(jìng)爭(zhēng)對(duì)手，流失以目標(biāo)為導(dǎo)向的人才

2. 工作延期：責(zé)任不清，相互推脫，影響進(jìn)度

3. 工作混亂：工作方向與內(nèi)容不明確

4. 錯(cuò)失良機(jī)：因過(guò)分討論，錯(cuò)失決策良機(jī)

5. 避重就輕：害怕沖突，回避討論爭(zhēng)議性話(huà)題

6. 消耗精力：花費(fèi)過(guò)多時(shí)間處理人際關(guān)系

7. 缺乏幫助：團(tuán)隊(duì)缺乏相互幫助，只關(guān)注個(gè)人工作

8. 相互隱瞞：在團(tuán)隊(duì)成員前隱藏個(gè)人缺失、缺點(diǎn)

    

• 克服團(tuán)隊(duì)協(xié)作五種障礙的好處

1. 優(yōu)勢(shì)：能相互學(xué)習(xí)，并高效地達(dá)成團(tuán)隊(duì)預(yù)期目標(biāo)

2. 相互負(fù)責(zé)：團(tuán)隊(duì)成員彼此提醒，與領(lǐng)導(dǎo)共同承擔(dān)責(zé)任

3. 真心承諾：目標(biāo)清晰，認(rèn)真承諾，重視團(tuán)隊(duì)決定

4. 即時(shí)決策：快速應(yīng)對(duì)變化，盡可能獲得最優(yōu)解決方案

5. 掌握沖突：成員能就重要議題進(jìn)行討論，充分發(fā)表看法

6. 愿意奉獻(xiàn)：所有成員愿意為組織目標(biāo)共同努力

7. 相互信任：成員在情感上相信對(duì)方，愿意彼此協(xié)助

8. 坦誠(chéng)相待：勇于承認(rèn)過(guò)失與缺點(diǎn)

    

   【課程大綱】

9. 如何開(kāi)展團(tuán)隊(duì)成員共同參與的團(tuán)隊(duì)協(xié)作評(píng)測(cè)

10. 評(píng)測(cè)及工具使用

11. 團(tuán)隊(duì)協(xié)作現(xiàn)狀分析

12. 認(rèn)知五種障礙模型

13. 建立信任

• 信任是團(tuán)隊(duì)協(xié)作的基礎(chǔ)，在一個(gè)團(tuán)隊(duì)中，信任是脆弱的

• 建立信任一定是需要花時(shí)間的，但建立信任的過(guò)程可以被極大加速

• 就像是保持良好的關(guān)系一樣，信任需要不斷地花時(shí)間進(jìn)行維護(hù)  

1. 掌控沖突

• 良性的沖突是毫無(wú)保留地、有建設(shè)性地圍繞爭(zhēng)議點(diǎn)進(jìn)行的辯論

• 即使在最好的團(tuán)隊(duì)中，沖突都會(huì)讓大家感到不舒服

• 偶爾的個(gè)人間沖突，不會(huì)妨礙團(tuán)隊(duì)有建設(shè)性意義的辯論  

• 核心概念：良性沖突點(diǎn)、沖突模型

• 主要練習(xí)：影響沖突風(fēng)格的因素、行為描述分析、沖突契約

1. 做出承諾

• 團(tuán)隊(duì)成員需要反復(fù)思量這些決定，直到團(tuán)隊(duì)每一個(gè)人全部弄清楚為止

• 團(tuán)隊(duì)還需要確定就以上做出的哪些決定，與組織中的其它部門(mén)溝通

• 核心概念：團(tuán)隊(duì)承諾、主題目標(biāo)

• 核心練習(xí)：議事規(guī)則、主題目標(biāo)

1. 共擔(dān)責(zé)任

• 在一個(gè)健康的團(tuán)隊(duì)中，責(zé)任要求對(duì)每個(gè)成員都是同等的

• 核心概念：共擔(dān)責(zé)任

• 核心練習(xí)：團(tuán)隊(duì)有效性練習(xí)TEE

1. 關(guān)注結(jié)果

• 卓越的團(tuán)隊(duì)是實(shí)現(xiàn)了他們預(yù)先設(shè)定結(jié)果的團(tuán)隊(duì)

• 核心概念：團(tuán)隊(duì)結(jié)果、第一團(tuán)隊(duì)原則

• 核心練習(xí)：團(tuán)隊(duì)記分板

1. 總結(jié)及行動(dòng)承諾

    

   【課程價(jià)格】

   原價(jià)：6800元/位

講師介紹：

彭淑軍

易迪思中國(guó) 金牌講師

    組織健康咨詢(xún)顧問(wèn)/踐行者

• 企業(yè)文化設(shè)計(jì)首批認(rèn)證導(dǎo)師

• 國(guó)際大成教練（The Meta-Coach System?)

• 國(guó)際身心語(yǔ)義學(xué)會(huì)（ISNS）發(fā)證導(dǎo)師

• 世紀(jì)暢優(yōu)（電子工業(yè)出版社）特聘“組織健康”項(xiàng)目專(zhuān)家

• 《克服團(tuán)隊(duì)協(xié)作五項(xiàng)障礙》?最早認(rèn)證導(dǎo)師之一，及多項(xiàng)國(guó)際版權(quán)課程認(rèn)證導(dǎo)師

• 組織健康書(shū)籍《動(dòng)機(jī)》、《CEO四大迷思》譯者

  【專(zhuān)業(yè)領(lǐng)域】

  彭老師擁有多年的團(tuán)隊(duì)和企業(yè)管理經(jīng)驗(yàn)，將過(guò)往經(jīng)歷與組織健康理論結(jié)合，通過(guò)實(shí)踐、總結(jié)，把項(xiàng)目以簡(jiǎn)單、實(shí)用進(jìn)行呈現(xiàn)，落地效果明顯。授課嚴(yán)謹(jǐn)，資深的教練，擅長(zhǎng)打組合拳，認(rèn)為工作坊的終極目的不在于“知”，更多在于“行”，不僅要輸出戰(zhàn)略成果，更要授予學(xué)員實(shí)操技巧，回到團(tuán)隊(duì)去引領(lǐng)團(tuán)隊(duì)。目前專(zhuān)注在用組織健康+Meta-Coaching為客戶(hù)提供針對(duì)性的工作坊和咨詢(xún)服務(wù)。

   

   

   

   

   

Overcoming the Five Dysfunctions of a Team

Background

Developed by the renowned American consulting firm Table Group, this is the core model of the Organizational Health System and has been adopted by various team coaching systems. To achieve team collaboration on a consistent and continuously developing team foundation, to reach a set goal or result, it is essential to overcome the five common collaborative dysfunctions that exist in teams. Many apparent management issues also stem from the presence of these five dysfunctions to varying degrees!

Model

Applicable objects
CEOs, Division Leaders, Project and Team Leaders, HR Directors and Managers, Internal Trainers

Benefits

Problems Caused by the Five Dysfunctions of Team Collaboration:

• Defeat: Losing to competitors, losing goal-oriented talent

• Work Delays: Unclear responsibilities, mutual shirking, affecting progress

• Work Chaos: Unclear direction and content of work

• Missed Opportunities: Over-discussion leading to missed decision-making opportunities

• Avoiding Important Issues: Fear of conflict, avoiding discussion of contentious topics

• Energy Drain: Spending too much time on interpersonal relationships

• Lack of Support: Lack of mutual support within the team, focusing only on individual work

• Hiding Flaws: Concealing personal deficiencies and weaknesses in front of team members

  Benefits of Overcoming the Five Dysfunctions of Team Collaboration:

• Advantages: Mutual learning and efficient achievement of team goals

• Mutual Accountability: Team members remind each other and share responsibility with leaders

• Genuine Commitment: Clear goals, serious commitment, and valuing team decisions

• Timely Decision-Making: Quick response to changes, obtaining optimal solutions

• Conflict Management: Members can discuss important issues and fully express their views

• Willingness to Contribute: All members are willing to work together for organizational goals

• Mutual Trust: Emotional trust in each other, willingness to assist one another

• Openness and Honesty: Courage to admit mistakes and weaknesses
  

  Outline

  Ⅰ How to Conduct a Team Collaboration Assessment with Participation from All Team Members

1. Assessment and Tool Usage

2. Analysis of Current Team Collaboration Status

   Understanding the Five Dysfunction Models

3. Building Trust

4. Trust is the foundation of team collaboration, and in a team, trust is fragile.

5. Building trust takes time, but the process can be greatly accelerated.

6. Like maintaining a good relationship, trust needs continuous effort to maintain.

7. Mastering Conflict

8. Constructive conflict involves open and constructive debate around points of contention.

9. Even in the best teams, conflict can make everyone feel uncomfortable.

10. Occasional personal conflicts do not hinder the team's constructive debates.

11. Core Concepts: Constructive Conflict Points, Conflict Model

12. Main Exercises: Factors Affecting Conflict Styles, Behavioral Description Analysis, Conflict Contract

13. Making Commitments

14. Team members need to thoroughly consider these decisions until every member fully understands them.

15. The team also needs to determine which of these decisions should be communicated to other departments in the organization.

16. Core Concepts: Team Commitment, Thematic Goals

17. Core Exercises: Rules of Engagement, Thematic Goals

18. Sharing Responsibility

19. In a healthy team, accountability is equally required of each member.

20. Core Concept: Shared Responsibility

21. Core Exercise: Team Effectiveness Exercise (TEE)

22. Focusing on Results

23. An excellent team is one that achieves its pre-set results.

24. Core Concepts: Team Results, First Team Principle

25. Core Exercise: Team Scoreboard

26. Summary and Action Commitments

     

    Price
    Original price: 6800 RMB/person

     

    
    

    
    

     

     

    Peng Shujun

    Chief Lecturer

• Organizational Health Consultant/Practitioner

• One of the first certified trainers in Corporate Culture Design

• International Meta-Coach (The Meta-Coach System?)

• Certified Trainer by the International Society of Neuro-Semantics (ISNS)

• Special Consultant for the "Organizational Health" project at Century Changyou (Electronic Industry Press)

• One of the earliest certified trainers for "Overcoming the Five Dysfunctions of a Team"? and multiple international copyrighted courses

• Translator of organizational health books "Motivation" and "Four Myths of CEOs"
  

  Area of Expertise

  Peng Shujun has extensive experience in team and business management. Combining past experiences with organizational health theory, through practice and summary, he presents projects in a simple and practical manner, achieving significant results. His teaching is rigorous, and as a senior coach, he excels in combining different techniques. He believes that the ultimate goal of workshops is not just about "knowing" but more about "doing." Not only does he deliver strategic outcomes, but he also equips participants with practical skills to lead their teams. Currently, he focuses on providing targeted workshops and consulting services using Organizational Health + Meta-Coaching.

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