1、本科毕业论文（设计）外文翻译外文题目TRAININGINTERNALFACILITATORS外文出处TRAININGDEVELOPMENT外文作者GREENRAYJEFFHINESDAVEWILCOX原文TRAININGINTERNALFACILITATORSGREENRAYJEFFHINESDAVEWILCOXFACILITATIONISNOTINGNEWBUTINCREASINGLY,MOREEMPLOYEESAREEXPECTEDTODEVELOPANDUSEFACILITATORSSKILLSACCORDINGTOPETERSENGE,THEROLEOFAFACILITATORISTO
2、HELPGROUPSMAINTAINOWNERSHIPOFAPROCESSANDITOUTCOMESWHENANORGANIZATIONISUNDERGOINGCHANGE,THEFACILITATORMAYBETHEMOSTCRITICALELEMENTCOMPANIESAREUSINGFACILITATIONASATOOLINSUCHAREASASTOTALQUALITYMANAGEMENTANDORGANIZATIONDEVELOPMENTGEPLASTICSOFFERSFACILITATIONTRAININGTOALLEXEMPTEMPLOYEESATTTRAINSINTERNALOD
3、CONSULTANTSINFACILITATIONSKILLSPEOPLESBANCORPBANKDEVELOPSFACILITATORSTOLEADITSTQMEFFORTINAPRIL1993,CORNINGAMANUFACURINGFIRMTHATSPECIALIZESINGLASSANDCERAMICSBEGANTRAININGSPECIALLYSELECTEDEMPLOYEESTOFACILITATETHEWORKOFSELFDIRECTEDWORKTEAMSCORNINGSPARKERSBURGWESTVIRGINIA,PLANTNOWOWNEDBYSCHOTTSCIENTIFIC
4、GLASSJOINEDWITHMARETTACOLLEGESMCDONOUGHCENTERFORLEADERSHIPANDBUSINESSINMARITETTA,OHIO,TODESIGNTHETRAININGPROCESSTHEFIRSTSTEPWASTEACHINGTWOOFPLANTSEMPLOYEESHOWTOFACILITATETEAMTRAININGTHEYALSOLEARNEDHOWTOCONDUCTGROUPFACILITATIONONCETHEINITIALINTERVENTIONLEDBYACONSULTANTFROMTHECENTERSINSTITUTEOFEDUCATI
5、ONANDTRAININGFORBUSINESSWASCOMPLETEDTHEGOALOFTHEINITIALINTERVENTIONWASTOHANDOFFTHETEAMFACILITATIONPROCESSTOTHEPLANTEMPLOYEESFACILITATOR/TRAINEESEVENTUALLY,THETWOFACILITATOR/TRAINEESWOULDBECOMESITEFACILITATORSTHEYWOULDHELPFACILITATETHEINTERACTIONSOFCORNINGSWORKTEAMSANDTRAINTHEMINTEAMDEVELOPMENTSOTHEY
6、COULDMANAGETHEIROWNINTERACTIONSTHEKEYTOACHIEVINGTHEGOALWASEMPOWERINGTHEFACILITATOR/TRAINEESBUTGIVINGPEOPLEPERMISSIONTODOSOMETHINGDIFFERENTLYISNTHELPFULIFTHEYERNOTCAPABLEOFDOINGIT,ASJEANIEDDUNKSAYSINHERARTICLE“MANAGINGCHANGETHEARTOFBALANCINGHARVARD,BUSINESSREVIEW,NOVEMBER1993EMPOWERMENTDOSENOTMEANABA
7、NDONMENT,SAYSDUCKTHEFACILITATOR/TRAINEESWOULDNEEDDEVELOPRESOURCESTHEEARLYPHASESINTHEFIRSTPHASEOFTHEINTERVENTION,THECONSULTANTDELIVEREDACUSTOMIZEDFACILITATORTRAINEESPROGRAMATTHISPOINTTEAMPARKERSBURGAUNION/MANAGEMENTSTEERINGCOMMITTEESELECTEDTHETWOPLANTEMPLOYEESWHOWOULDBECOMEFACILITATOR/TRAINEESTHEYARE
8、CHOSENFROM11APPLICANTS,OUTOF400WORKERSINTHEPLANTTHEFIRSTANEMPLOYEEWITHPREVIOUSFACILITATIONEXPERIENCEHELPEDSELECTTHEOTHER,LESSEXPERIENCEDFACILITATOR/TRAINEEFIVEMANAGEMANTREPRESENTATIVESFORTHEINITIALTRAININGDURINGTHETHREEDAYFACILITATORTRAININGPROGRAM,THEPARTICIPANTSLEARNEDHOWTOCONDUCTICEBREAKERS,CHECK
9、EXPECTATIONS,SETGROUNDRULES,CREATEMISSIONSTATEMENTS,ANDFOLLOWMEETINGAGENDASINADDITION,THECONSULTANTVIDEOTAPEDPARTICIPANTSASTHEYPRACTICEDUSINGFACILITATIONTECHNIQUESANDGIVINGSTRUCTUREDFEEDBACKLAST,PARTICIPANTSDESIGNEDPERSONALSKILLDEVELOPMENTPLANSTOIMPLEMENTAFTERTRAININGAFTERTRAINING,THESKILLWOULDBEUSE
10、DINACTUALWORKTEAMTOHELPTEAMMEMBERSCHECKEXPECTATIONS,CLARIFYTEAMGOALSANDDEFINEOWNERSHIPOFTHEGOALSTHEGROUNDRULESWOULDDESCRIBLEHOWATEAMSHOULDINTERACTANDREACHCONSENSUSTHEMISSIONSTATEMENTWOULDHELPOUTLINETHESCOPEOFTHETEAMSWORKANDMEETINGAGENDASWOULDHELPTEAMMEMBERSMAKETHEMOSTOFTHEIRTIMEANDBEPRODUCTIVEDURING
11、THEPROGRAM,PARTICIPANTSEXAMINEDTHEROLEODFACILITATORANDLEARNEDTHETECHNIQUESOFFACILITATIVELISTENINGTHEYLEARNEDHOWTOUSEADULTLEARNINGTHEORYTOADAPTTOTHEDIVERSESTYLESANDEXPERIENCESOFTEAMMEMBERSANDTHEYLEARNEDSUCHPRACTICALITIESASHOWTOSETUPATRAININGROOMANDEQUIPMENTTHEPROGRAMALSOADDRESSEDGROUPPROBLENSLOVINGTE
12、CHNIQUES,WHICHWERECOVEREDINTHEPREREADINGASSIGNEDTOPARTICIPANTSBEFORTRAININGBEGANTHETECHNIQUESINCLUDEDBRAINSTORMINGCAUSEANDEFFECTDIAGRAMS,AFFINITYDIAGRAMSANDFORCEFIELDANALYSESPARTICIPANTSALSOLEARNEDTHESTEPSINVOLVEDINCREATINGACTIONPLANSIDENTIFYINGKEYPLAYERS,GETTINGEVERYONESCOMMITMENT,ESTABLISHINGTHETI
13、MEFARME,ANDDETERMININGTHENECESSARYRESOURCESANDTHEYEXAMINEDEVALUATIONTECHNIQUESLAST,PARTICIPANTSWEREVIDEOTAPEDSEPARATELYASTHEYUSEDAPROBLEMSOLVINGORTEAMBUILDINGTECHNIQUEEACHPARCTICEDTHETECHNIQUEPARTICIPANTPARCTICEDTHETECHNIQUEOFHISORHERCHOICETHENTHECONSULTANTASKEDEACHPARTICIPANTWHATAREASHEORSHETHOUGHT
14、NEEDEDIMPROVEMENTHEALSOHADTHEGROUPPROVIDEFEEDBACKONTHEPARTICIPANTSSTRENGTHSANDWEAKNESSESNONVERBALCUESSHOWWHETHERWEREPAYINGATTENTIONAPERSONSERVINGASPROCESSOBSERVERTOOKNOTESONGROUPINTERACTIONSSUCHASTHEFREQUENCYOFPARTICIPANTSCOMMENTSANDGAVEFEEDBACKLAST，THECONSULTANTGAVEFEEDBACKANDREINFORCEDTHEPOSITIVEC
15、OMMENTSMADEBYOTHERSTHEPROGRAMEMPHASIZEDAFACILITATORSNEEDTORECOGNIZEANDUNDERSTANDDIFFERENTLEVELSOFINTERACTION,INCLUDINGGROUPPROCESSHOWPARTICIPANTSRESPONDTOTHEFACILITATORANDTOEACHOTHERINTEAMMEETINGS,THEFACILITATORMUSTMONITORANAGENDATOMAKESUREALLMEMBERSAREINSTEPHEORSHEMUSTPOLLTHETEAMTOSEEHOWMEMBERSFEEL
16、ABOUTTHEFLOWOFINTERACTIONTHEFACILITATORMUSTKNOWHOWTOUSEPROBLEMSOLVINGANDDECISIONMAKINGTECHNIQUES,ASWELLASOVERHEADSANDFLIPCHARTSINTHESECONDPHASEOFTHEINTERVENTIONONCETHETHEFACILITATORTRAININGPROGRAMWASCOMPLETEDTHETWOTHEFACILITATOR/TRAINEESANDTHECONSULTANTBEGANDESIGNINGCUSTOMIZEDTEAMDEVELOPMENTPROGRAMS
17、THEFACILITATOR/TRAINEESALSOBEGANASSISTINGSEVERALWORKTEAMINTHEPLANTBYTHEFACILITATINGTHEIRMEETINGSANDREDESIGNEFFORTSTHEFACILITATOR/TRAINEESANDTHECONSULTANTALSOCONDUCTEDANEEDSASSESSMENTANDCONTENTANALYSISONEACHTEAMTHEYMETWITHTEAMMEMBERSTOIDENTIFYTHEIRTRAININGNEEDSANDANYPOTENTIALBARRIERSTOSUCCESSFULDEVEL
18、OPMENTTHENTHECONSULTANTPRESENTEDEACHTEAMWITHACUSTOMIZEDTRAININGPROPOSALFORITTOVALIDATEORMODIFYONGOINGTEAMTRAININGTHEINDIVIDUALTEAMASSESSMENTSANDANALYSESIDENTIFIEDSEVERALCOMMONAREASINWHICHTRAININGWASREQUIREDCHANGEMANAGEMENT,INTERPERSONALCOMMUNICATION,FEEDBACK,GROUPDEVELOPMENT,EXPECTATIONSANDCONFLICTM
19、ANAGEMENTANDSEVERALOFCORNINGSWORKTEAMAPPROACHEDTHECONSULTANTANDFACILITATOR/TRAINEESTOREQUESTTRAININGINTHEIDENTIFIEDAREASTHEFINALTRAININGDESIGNINCLUDSTHESESIXSEGMENTSCHANGEMANAGEMENTINTERPERSONALCOMMUNICATIONFEEDBACKGROUPDEVELOPMENTTEAMANDINDIVIDUALEXPECTATIONSCONFLICTMANAGEMENTCHANGEMANAGEMENTINTHES
20、EGMENTONMANAGINGCHANGE,THESITEFACILITATORINTHEROLEOFTRAINERPROMPTSDISCUSSIONBYPRESENTINGPARTICIPANTSWITHSEVERLSTATEMENTSORQUESTIONS1IFITAINTBROKE,DONTFIXIT2THEONLYTHINGTHATISCONSTANTISCHANGE3HOWDOESGLOBALIZATIONAFFECTWHATWEDO4HOWARECUSTOMERDEMANDSANDQUALITYINITIATIVESCHANGINGTHEWAYWORKISDONENEXT,PAR
21、TICIPANTSDIVIDEINTOSMALLGROUPSTODISCUSSWHATTHECOMPANYANDITSEMPLOYEESGAINTHROUGHWORKINGINTEAMSINTERPERSONALCOMMUNICATIONTHISSEGMENTADDRESSESLISTENING,ASWELLASVERBALANDNONVERBALCOMMUNICATIONTHESITEFACILITATORSHOULDCONSTRUCTALISTOFTHEBEHAVIORSOFGOODCOMMUNICATORS,BASEDONINPUTFROMTEAMMEMBERSNEXT,PARTICIP
22、ANTSDISCUSSTHEMAINELEMENTSOFINTERPERSONALCOMMUNICATION,INCLUDINGSUCHCONCEPTSASFIELDOFEXPERIENCETHETOTALOFONESLIFEEXPERIENCES,SHAREDUNDERSTANDING,ANDCOMMUNICATIONFEEDFORWARDTHEEFFECTOFCOMMUNICATIONONWORKRELATIONSHIPSCOMMUNICATIONFEEDFORWARDISACOMBINATIONOFPEOPLESFIELDOFEXPERENCEANDCOMMUNICATIONBEHAVI
23、ORSTHETEAMIMPLIESTHATTHEWAYWECOMMUNICATEANDANYCHANGESINTHEWAYWECOMMUNICATECANAFFECTFUTUREINTERATIONTHROUGHNONVERBALCUESPEOPLESHOWWHETHERTHEYREPAYINGATTENTIONTHENBYREPHRASINGASPEAKERSWORDS,LISTENTERSCANCLARIFYORSHOWTHATTHEYUNDERSTANDWHATTHEYVEHEARDWHENVERBALANDNONVERBALCUESCONFLICTPEOPLETENDTOBELIEVE
24、THENONVERBALONESYET,NONVERBALMESSAGESAREOFTENMISUNDERSTANDBOTHPARTIESCOMMUNICATORANDRECEIVERSHAVEARESPONSIBILITYFORACHIEVINGSHAREDUNDERSTANDINGFEEDBACKFEEDBACKISCLOSELYRELATEDTOLISTENINGFEEDBACKSHOULDBEOBJECTIVEANDNONTHREATENINGINTHISSEGMENT,PARTICIPANTSLEARNTOCREATEACTUALFEEDBACKMESSAGESTODELIVERTO
25、PEERSANDSUBORDINATESREGARDINGTHEIRWORKPERFORMANCEGROUPDEVELOPMENTINTHISSEGMENT,PARTICIPANTSDISCUSSTHEFUNCTIONSOFMAINTENANCEANDTASKCOMMUNICATIONMAINTENANCECOMMUNICATIONFOCUSESONRELATIONSHIPSORPEOPLETASKCOMMUNICATIONHASTODOWITHGETTINGAJOBDONETHEMOSTMINTENANCEANDTASKCOMMUNICATIONBEHAVIORSEXPECTATIONSTH
26、ISSEGMENTCONTRIBUTESGREATLYTOTEAMBUILDINGTOBECOMEATEAM,PEOPLEMUSTUNDERSTANDEACHOTHERSEXPECTATIONSANDNEEDSTHETRAININGHELPSPARTICIPANTSNEGOTIATETHEIRROLESEACHTEAMMEMBERDESCRIBESHISORHERVALUES,EXPERIENCES,ANDCONTRIBUTIONSASWELLASTHEEXPECTATIONSHEOESHEHASOFOTHERSINTHEGROUPCONFLICTMANAGEMENTTHISSEGMENTAD
27、DRESSESPERHAPSTHEMOSTIMPORTANTASPECTOFEFFECTIVETEAMWORKHOWTEAMMEMBERSHANDLEDIFFERENCESCONFLICTMANAGEMENTISESSENTIALTOREACHINGCONSENSUSAPRIMARYGOALOFMOSTTEAMSINTHEINITIALTRAINING,PARTICIPANTSUSEDTHETHOMASKILMANCONFLICTMODEINSTRUMENTASELFREPORTSURVEYTODETERMINEHOWTHEIRFIELDSOFEXPERIENCEHADTAUGHTTHEMTO
28、DEALWITHCONFLICTTHEGROUPDIVIDEDINTOSMALLERGROUPSOFPEOPLEWITHSIMILARSTYLESEACHSUBGROUPREPORTEDTOTHEENTIREGROUPONTHESTRENGTHSOFEACHSTYLES,ITSCONCERNSABOUTCERTAINSTYLES,ANDWAYSTHATDIFFERENTSTYLESMIGHTAFFECTTHEGROUPASAWHOLETHEFINALPHASESINPHASE3OHTHEINITIALINTERVENTION,THECONSULTANTFACILITATEDATHREEORFO
29、URDAYTEAMDEVELOPMENTPROGRAMFOREACHOFTHETEAMS,WHILETHEFACILITATORS/TRAINEESOBSERVEDAFTEREACHSESSION,THECONSULTANTMETWITHTHEFACILITATORS/TRAINEESTODISCUSSFACILITATIONTECHNIQUESTHENTHEFACILITATORS/TRAINEESBEGANWRITINGANINSTRUCTIONMANUALBASEDONTHEDISCUSSIONSANDONTHEIROWNOBSERVATIONSINPHASE4,THEFACILITAT
30、ORS/TRAINEESBEGANCHOOSINGCOMNONENTSOFTHETEAMDEVELOPMENTPROGRAMTHEYPLANEDTODELIVERWHENTHEYBECAMEFULLFLEDGEDSITEFACILITATORSTHECONSULTANTANDFACILITATORS/TRAINEESHELDFEEDBACKSESSIONSINWHICHFEEDBACKFLOWEDINALLDIRECTIONSFROMTHECONSULTANTTOTHEFACILITATORS/TRAINEES,FROMTHEFACILITATORS/TRAINEESTOTHECONSULTA
31、NT,ANDBETWEENTHEFACILITATORS/TRAINEESTHEFEEDBACKSESSIONSWEREALEARNINGEXPERIENCEFORALLPARTIESTHESESSIONSPROVIDEDINFORMATIONONTHEFACILITATORS/TRAINEESFACILITATIONTECHNIQUESANDHELPEDTHEMFINETUNEPLANSFORIMPROVINGTHEIRSKILLSLAST,THETWOFACILITATORS/TRAINEESFACILITATEDTHEPROGRAMTHEMSELVES,WITHOUTTHEPRESENC
32、EOFTHEEXTERNALCONSULTANTTWELVETEAMS27PERCENTOFEMPLOYEESATTHEPARKERSBURGPLANTHAVECOMPLETEDTEAMTRAININGLEDBYTHEORIGINALFACILITATORS/TRAINEES,NOWBONAFIDESITEFACILITATORSSCHOTTSCIENTOFICGLASSTHENEWOWNERPLANSTOCONTINUETHEPROGRAMALLPARTICIPANTSEVALUATEDTHETRAINING,USINGREACTIONSURVEYSANDBEHAVIORCHANGEMEAS
33、UREMENTS,ASDESCRIBEDBYDONALDKIRKPATRICKAPOSTTRAININGASSESSMENTTWOTOEIGHTWEEKSAFTERTRAININGHELPEDDETERMINETHEAMOUNTOFSKILLTRANSFERTHEFACILITATORS/TRAINEESALSOEVALUATEDTHEIROWNLEARNINGPROCESSOVERALL,THESUCCESSOFTHETRAININGDEPENDEDGREATLYONTHECOMFORTLEVELOFTHEFACILITATORS/TRAINEESINTHEIRNEWROLESASSITEF
34、ACILITATORSBOTHSAYTHATTHEDAILYFEEDBACKSESSIONSWITHTHECONSULTANTHELPEDTHEMINTERWEAVEDIFFERENTEXPERIENCEINTOTHETRAININGMATERIALFORTHEIROWNPRESENTATIONSTHEYALSOFELTTHEYWEREABLETOLEARNMOREEFFECTIVELYINTHEEARLIERSTAGESBECAUSETHEYALLOWEDTOOBSERVERATHERTHANMADETOFACILITATEBEFORETHEYWEREREADYIDEVELOPEDANOWN
35、ERSHIPOFTHEMATERIALBYRECORDINGMYOWNEXPERIENCESASREFERENCESTOUSEASEXAMPLESINFUTURETRAININGSESSIONS,SAYSONESITEFACILITATORTHEOTHERSITEFACILITATORSAYSHEAPPRECIATEDBEINGALLOWEDTOPROGRESSATHISOWNPACEANDBEINGHANDEDTHEPROCESSONLYWHENHEBECAMECOMFORTABLEHEFEELSHELEARNEDMOREBYCONDUCTINGASESSIONANDTHENGETTINGF
36、EEDBACKONHISMISTAKESANDSUCCESSESTHANIFHEDJUSTTAKENCLASSESIKNEWIHADMYTWORESOURCESMYTOFACILITATORS/TRAINEESANDTHECONSULTANTTOBAILMEOUTIFTHINGSGOTOUTOFCONTROLORIFIGOTOFFTRACKONCETHEFACILITATORS/TRAINEESWEREREADYTOLEADASESSION,THEYWEREABLETOMEETFIRSTWITHTHECONSULTANTTOGOOVERTHEMATERIALSSTILL,ONEOFTHENEW
37、LYTRAINEDSITEFACILITATORSSAYSHEWOULDHAVELIKEDADETAILEDINSTRUCTORSMANUALANDDESCRIPTIONSOFHOWTOMATERIALWASSUPPOSEDTOFLOWHEALSOSAYSHEFELTINTIMIDATEDBYTHECONSULTANTSPRESENCE,EVENTHOUGHHECONCEDESTHATITWASNECESSARYTEAMWORKDOESNTOCCURSPONTANEOUSLY,THETWONEWFACILITATORSAGREEITTAKESTIMEANDRESOURCESTOTURNPEOP
38、LEINTOSKILLEDFACILITATORSITTAKESINDEPTHROLEMODELING,STRUCTUREDFEEDBACK,ANDGROUPPROCESSINGBUTCORNINGSEXPERIENCESHOWSTHATTHEINVESTMENTCANPAYLONGTERMDIVIDENDSTOTHEORGANIZATIONANDITSEMPLOYEES译文内部培训助理GREENRAYJEFFHINESDAVEWILCOX建导已经不是什么新鲜事了。但是逐渐的，更多的员工都希望成长和使用助理的技能。根据PETERSENGE的理论，推动者的角色是帮助团体保持负责的过程,也是我们的
39、结果。当一个组织经历了改变,主持人可能是最关键的因素。公司利用建导作为一种工具在总体质量管理和组织的发展等领域。GE塑料公司为所有免付加班费员工提供建导培训。美国电话电报公司在建导技术上培训内部OD顾问。PEOPLESBANCORP银行发展建导使得它的全面质量管理取得成就。1993年4月,康宁公司一家专业从事玻璃和陶瓷的制造业公司开始精选员工进行员工工作组自我指导来促进生产。康宁在西维吉尼亚PARKERSBURG的原有工厂由SCHOTTSCIENTIFIC和MARETTA大学麦克唐纳中心领导设计的培训过程。第一步是教两个小组如何促进队伍的培训。他们也学会了如何进行团体教建导在最初的干预后中心教
40、育学院和培训业务领导下的顾问都完成了。最初的目标介入措施为不害队伍建导过程中培养员工组织者/实习生。最后,两个组织者/学员将成为现场协调员他们会帮助促进康宁的相互作用的工作团队和训练他们,这样他们可以在团队发展管理自己的相互作用实现目标的关键是授权推动者/学员。但给人允许做一些不同事情不是有益的,如果他们没有能力做这件事,JEANIEDDUNK说在她的文章变革管理艺术的均衡哈佛大学,商业评论,1993年11月。早期的阶段。在第一阶段的干涉,该顾问递交一个定制的服务商实习生计划。在这一点上团队PARKERSBURG一种融合/管理指导委员会选择这两种员工他将成为组织者/学员。他们选择的来自11个申
41、请人,现有员工400在培养。第一个与以前的促进员工经验帮助选择其他一些不那么有经验的组织者/学员5个管理代表的初始训练。在为期三天的服务商训练计划,参与者学会了如何进行套,检查的期望,设定规范,创造使命宣言,跟随会议议程。此外,该顾问为参与者录制录像,因为他们练习使用引导参与者技术和给组织性回馈最后,参加者设计的个人技能发展规划的实施经过培训。经过培训,这些技巧会被用在实际工作中团队帮助团队成员明确期望,明确团队目标。和定义目标的问题。最基本的规则将在简述团队应如何交互作用和达成共识。使命宣言将帮助线路团队的工作范围。和会议议程将帮助团队成员最充分地利用他们的时间和生产力。在程序中所扮演的角色
42、,参加者通关听检查外径的技巧和学习。他们学会了如何使用成年学习理论适应不同的风格和团队成员的经验他们学会一些实际的问题是如何建立培训室和设备。该项目也处理过程中,加拿大组技术,在读前了分配给参与者训练开始之前该技术包括头脑风暴因果图,有亲和力的图和推动入职分析与会者也学到的步骤,以创造行动计划关键球员,使每个人的承诺,建立时间折线,决定提供必要的资源检查他们的评价技术最后,受试者的录像分别是他们用一种解决问题或团队建设技术。每一个练习技术的技术参与者练习他或她的选择。然后顾问问每个参与者哪些领域他或她认为需要改进他也有集团回报参与者的强项和弱项。非语言的暗示显示出我们是否认真关注。一个人作为观
43、察员服务过程发生在小组间的票据行为（如参加者的意见频率），给了反馈。最后，顾问给他人的反馈和强化所取得的积极评价。该计划强调了调解人的需要认识和理解不同层次的互动，包括小组进程参与者怎样应对和相互促进。在小组会议上，主持人必须监控议程，以确保所有成员步长。他或她必须轮询团队成员如何对交互流的感觉。调解人必须知道如何使用解决问题和决策技巧，以及管理费和挂图。在第二阶段的干预曾经的推动者训练计划完成了这两个推动者/学员及顾问开始设计定制的团队开发程序。推动者/学员也开始协助几个工作团队在培养促进其会议和重新设计的努力。推动者/学员及谘询员同时也进行了需求评估,并为每支队进行内容分析。他们会见了团队
44、成员认同他们的培训需求,任何潜在成功发展的障碍。然后顾问团队,送给每人实际的培训的建议,批准或修改。持续的团队培训个人团队评估与分析鉴定在训练要求中出来几个常见的领域变革管理、人际交流、反馈、团队发展、期望和冲突管理。以及一些康宁的工作团队接近他的顾问和服务商/学员要求培训鉴定的领域。最后的培训设计包括这六个领域变化管理人际沟通反馈团队团体和个人期望冲突管理变化管理。管理市场上的变化，现场服务商在培训师的角色提示参加者讨论几个陈述或者问题1如果还没坏,就别去修理它。2只有一件事,是不断的变化。3全球化如何影响我们做什么4客户需求及如何改变工作质量计划发挥作用接下来,受试者分成小组讨论公司及其员
45、工从团队工作中获得了什么。人际沟通。这个要求听、以及语言和非语言的沟通。服务商必须根据团队成员列出的优秀沟通者的行为。接下来,受试者讨论的主要因素,包括人际交往的概念在职场的经验值达到自己的生命体验,共同理解和通信前馈的影响工作交流关系。沟通前馈是一个相结合的人民领域的经验交流行为团队意味着通讯方式和任何通讯方式的变化,也能影响到未来。通过非语言的暗示展现人们是否投入了观注。然后由反复叙述一名发言人的话说,听众可以阐明或证明他们明白他们听说过。当语言和非语言的暗示冲突人们倾向于相信非言语。然而,非言语信息通常是误解。双方当事人沟通、接收有责任达成共识。反馈反馈是与听密切相关的。反馈应当客观、自
46、愿的。这段,与会者了解创造实际反馈信息提供给同事和下属对他们的工作效益。团队发展。在这段的功能,参加者讨论维护和任务的沟通维护通信重点关系、或任务的沟通与找一份工作可行的最经常保养和任务沟通行为。期望。这个部门有助于队伍建设要成为一个团队,人们必须互相理解对方的期望和需求培训帮助参加者谈判自己的角色每个小组成员描述了他或她的价值观,经验,和贡献,还有她的期望他部分其他组。冲突管理。这段地址也许最重要的协作精神团队成员处理差异冲突管理必须达到共识大部分团队的主要目标之一。在最初的系统训练,参加者使用THOMASKILMAN冲突模式的调查报告显示,工具一个报告,以确定他们专业的经验教他们应对冲突。
47、该组织划分为更小的组的人都有相似的风格。每个子群报的优势在于其整个组各风格,其关注特定的风格,以及不同风格的方式可能会影响该组织作为一个整体。最后的阶段在最初的3阶段的干预，顾问促成为其三或四天的团队发展计划给每个队，当助理/学员观察。每一会议后,该顾问会见协调员/学员讨论促进技术。然后协调员/学员开始在讨论的基础上写一本指导手册,以他们对自己的观察结果。在第四阶段，协调员/学员开始选择组成的队伍发展计划他们计划提供完整的窝,网站调解人。顾问及其协调员/学员举行反馈会议,反馈流淌在所有的方向从顾问的学员,主持人/协调员/学员之间的顾问,主持人/学员。反馈会议从各方学习经验。这个课程提供的资料在
48、协调员/学员便利化技术和帮助他们微调计划以提高其技能。最后,这两个协调员/学员在没有外部顾问的情况下依靠自己完成程序。12队差不多27的PARKERSBURG工厂的员工已完成团队训练了,由原协调员/学员,现在善意的网站调解人。SCHOTTSCIENTOFICGLASS计划继续这个项目的新所有者。所有的参与者使用DONALDKIRKPATRICK所描述的评估培训,使用反应调查和行为改变测量。评估一个过去两至八个星期的培训,培训帮助确定所需之技能迁移。协调员/学员也要评估自己的学习过程。总的来说,训练的成功很大程度上依赖的协调员/学员在他们的新角色的舒适程度。他们也觉得他们可能学习到更多有效的在早
49、期阶段,因为他们可以观察而不是他们都已经准备好了作出促进。我发明了一种在未来的培训课程中可以通过我自己的经历作为参考依据使用为记录的材料,一个促进者。其他促进培训组织者说他感激被允许进步的速度和被把过程只是当他适应。他觉得他能学到更多的东西,然后通过开展会议使自己的错误得到反馈而且得到成功如果他参加了课程。我知道我有我的两种资源我协调员/学员及顾问帮助我脱离困境如果事情就失去了控制,或者我下了正常的轨道上。“一旦协调员/学员都在领导会议上已经准备好了,他们能够先满足顾问省察资料。然而,有一个新的现场培训协调员说,那他将会详细描述教师手册和如何进行资料流程。他还说他觉得有压力顾问的存在,尽管他也承认,这是必须的。团队精神并不自然而然地发生,这两个新的协调员也同意。它需要时间和资源,使得人们到熟练的调解人。它需要深入的角色建模、组织性回馈和小组加工但康宁的经验表明,应该长期支付红利给组织及其员工。
