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MGMT 1003 Strategic Career Design
MGMT 1003 战略职业设计

Module 5: Team Assessment Six Thinking Hats Task
模块 5:团队评估六顶思考帽任务

Please download this document and enable editing to compose your responses
请下载此文档并启用编辑以撰写您的回复

Creativity is a key employability skill; employers seek problem solvers, not necessarily just to design products which is not necessarily applicable to all occupations, but more so to improve and streamline workplace processes to enhance productivity, and this is achievable in any work environment. azquotes.com
创造力是一项关键的就业技能;雇主寻求解决问题的人,不一定只是设计产品,这并不一定适用于所有职业,但更多地是为了改进和简化工作流程以提高生产力,这在任何工作环境中都是可以实现的。azquotes.com

Dr Edward De Bono, who coined the term ‘lateral thinking’, is a renowned expert on creativity; he believes creativity can be learnt, practised and strategically applied to generate new ways of thinking resulting in innovation to advance business outcomes (Starweaver 2019). The Six Thinking Hat process has been used by multinationals, major organisations and various institutions for years to foster creative work environments (Starweaver 2019). Today, we are going to apply this process in a collaborative manner to design a Team Building workshop (as outlined in the scenario below) to be showcased in week 13. So, let us start learning about the Six Thinking Hats…. (10 minutes).
博诺博士(Dr Edward De Bono)创造了“横向思维”一词,是一位著名的创意专家;他认为创造力可以被学习、实践和战略性地应用,以产生新的思维方式,从而推动创新,促进业务成果(Starweaver 2019)。六顶思考帽流程多年来被跨国公司、主要组织和各种机构使用,以培养创造性工作环境(Starweaver 2019)。今天,我们将以协作的方式应用这一流程,设计一个团队建设研讨会(如下面的情景所述),并在第 13 周展示。所以,让我们开始学习六顶思考帽....(10 分钟)。

Learning Creativity using De Bono’s 6 Thinking Hats
学习使用德博诺的六顶思考帽创造力

Collaboration using De Bono’s 6 Thinking Hat method is less prone to argumentation and resentment, and encourages more participation as group members ‘think’ from the same perspective (a particular hat) or in ‘parallel’ which fosters a degree of psychological safety required for robust ideation (Starweaver 2019).
合作使用德博诺的六顶思考帽方法更不容易发生争论和怨恨,并鼓励更多的参与,因为团队成员从相同的角度(特定的帽子)或“并行”思考,这促进了强大构思所需的一定程度的心理安全(Starweaver 2019)。

Below outlines the function and possible order of each hat.
以下概述了每顶帽子的功能和可能的顺序。

Coloured Hats

Represent Different Thinking Perspectives
代表不同的思维视角

Facilitator’s perspective

Control and organisation.
控制和组织。

Select a facilitator whose tasks include: adhering to the ‘hat wearing’ sequence and its timing; keeping group members on task; and resolving stalemates. He or she will also participate in the ‘hat-wearing’ process with the rest of the team.
选择一个任务包括:遵守“戴帽子”顺序及其时机;让小组成员保持专注;解决僵局的促进者。他或她还将与团队的其他成员一起参与“戴帽子”过程。

Name of facilitator:

5-minute duration for this section.
5 分钟的持续时间为本节。

PEOPLE-ORIENTED/ ACTION-ORIENTED (C-F)
人本导向/行动导向(C-F)

SKIP THIS ONE
跳过这一个

Objective / factual
客观/事实

perspective
透视

Is all the information or data available?
所有信息或数据都可用吗?

More research required? For this exercise, use the data below (scenario).
需要更多研究吗?对于这个练习,请使用以下数据(情景)。

Facts:
事实:

Please read the scenario below.
请阅读下面的情景。

ACTION-ORIENTED ROLE
行动导向的角色

Emotional perspective
情感角度

Identify the feelings / emotions you have about the topic or task?
识别您对该主题或任务的感受/情绪?

Gut feelings? No justification necessary.
直觉?不需要理由。

A quick process – 1-2 minutes.
一个快速的过程 - 1-2 分钟。

PEOPLE-ORIENTED ROLES
人员导向的角色

Creative perspective, ideation
创意视角,构思

Generate ideas, possibilities.
生成想法,可能性。

Different audience/ customer perspectives.
不同的观众/客户观点。

Alternatives?
替代方案?

Provide solutions to black problems.
提供解决黑色问题的解决方案。

THOUGHT-ORIENTED ROLES - PLANT
思维导向的角色 - 植物

Positive perspective
积极的观点

What are the benefits and values?
什么是好处和价值?

What fits?
什么适合?

Use logical reasoning why the idea could work.
使用逻辑推理来解释为什么这个想法可能行得通。

THOUGHT-ORIENTED/ACTION ORIENTED
思维导向/行动导向

Critical thinking perspective
批判性思维视角

Exercise caution and judgement. What are the risks? What does not fit?
行使谨慎和判断。有哪些风险?什么不适合?

Potential problems?
潜在问题?

THOUGHT-ORIENTED/ACTION ORIENTED (M-E)
思维导向/行动导向(M-E)

(Starweaver 2019)

Team Assessment: Designing A Team Building Workshop
团队评估:设计团队建设研讨会

You will be using the Six Thinking Hat method with your Team Assessment team members to design a Team Building Workshop which will be showcased in Week 12 as a Final Presentation. The Team Assessment problem-solving scenario is outlined below:
您将与您的团队评估团队成员一起使用六顶思考帽方法设计一个团队建设研讨会,该研讨会将在第 12 周展示为最终演示。团队评估解决问题的情景如下所述:

You are a team of managers who work for the same organisation and are all on the same level.  You each manage a sector of the organisation:  operations; customer service; strategy and governance; and IT and finance.  The work environment has traditionally been competitive and a toxic work environment has emerged over time.  You have never come together as a group and you each work independently of each other.  Employee turnover is high and profit margins dropping significantly over the past five years.
您是同一组织的一组经理,都处于同一级别。您每个人都管理组织的一个部门:运营;客户服务;战略与治理;以及 IT 和财务。工作环境传统上是竞争性的,随着时间的推移,出现了有毒的工作环境。您从未作为一个团队聚在一起,每个人都独立工作。员工流失率高,利润率在过去五年显著下降。

The Board of Directors have replaced the CEO who is now on a performance-based contract.  The new CEO – Cheryl Teagan – has called you all to a meeting.  She has made it clear that she wants a more collaborative approach to be taken and that you will be part of her executive management team, developing the company’s future strategic direction.
董事会已经换掉了现在签订绩效合同的首席执行官。新任首席执行官 Cheryl Teagan 已经召集你们开会。她明确表示希望采取更具协作性的方式,并且你们将成为她的执行管理团队的一部分,共同制定公司未来的战略方向。

She wants you to develop and present her with a half day team building exercise that will assist in bringing you all together as a cohesive, functional and high performing team.  You will all be performance managed on the way in which you function as a team.
她希望你开发并向她展示一个半天的团队建设练习,这将有助于将你们所有人团结在一起,成为一个具有凝聚力、功能性和高绩效的团队。您所有人将根据团队运作方式进行绩效管理。

Step 1. Select a facilitator; this person will metaphorically wear the blue hat (but will also participate in the process with the rest of the team) with an additional responsibility of time keeping and encouraging equal conversation turn-taking.
步骤 1. 选择一个促进者;这个人将在象征性地戴着蓝帽子(但也将与团队的其他成员一起参与过程),并承担额外的时间管理和鼓励平等对话轮流的责任。

Step 2. Select one person to write your ideas down. You may download this document and annotate in the boxes provided below.
第 2 步。选择一个人来记录你的想法。您可以下载此文档,并在下面提供的框中进行注释。

Step 3. Follow the ‘hat wearing sequence’ below adhering to time allocation and writing ideas in individual boxes.
第三步。按照以下的“戴帽子顺序”进行,遵守时间分配,并将写作思路放在各自的框中。

Objective: design three Team Building workshops, choosing one & refining it as the final product.
目标:设计三个团队建设研讨会,选择一个并将其完善为最终产品。

Hats
帽子

Focus
重点

Time
时间

Red
红色

Feelings about the ‘Design a Team Building Workshop’ task. Each group member identifies the feeling or emotion associated with the task.
感受关于“设计一个团队建设研讨会”的任务。每个小组成员确定与任务相关的感受或情绪。

Write down each member’s feeling about this exercise
写下每个成员对这项练习的感受

1-2 minutes.
1-2 分钟。

White
白色

Facts about the task. Read the scenario above and discuss. How does the available data inform your decisions on the type of team building workshop you can design? Consider – the specific audience, time constraints, various communication styles, how to foster motivation and engagement.
关于任务的事实。阅读上面的情景并讨论。可用数据如何指导您设计的团队建设研讨会类型?考虑 - 具体受众、时间限制、各种沟通风格、如何促进动力和参与。

Read the requirements above (Team project and 6 thinking hats), write down the main points and explain to the team. Make sure all team members understand the exercise
阅读上述要求(团队项目和 6 顶思考帽),记录主要观点并向团队解释。确保所有团队成员理解练习

Requirements
要求

5- 8 minutes.
5- 8 分钟。

Green
绿色

Generate 3 different topics for your team building workshop
生成 3 个不同的主题,用于您的团队建设研讨会

Some examples: Communication, Problem solving, Critical thinking, Creativity, Building Trust, Conflict Management, Decision Making in team, Building team cohesion, Diversity and Inclusion in team…
一些例子:沟通,解决问题,批判性思维,创造力,建立信任,冲突管理,团队决策,建立团队凝聚力,团队中的多样性和包容性..

Example:
例子:

Option 1: Diversity and Inclusion in team - Team building workshop topic
选项 1:团队中的多样性与包容性 - 团队建设研讨会主题

Learning objectives: after attending the team building workshop on Diversity and Inclusion, participants can:
学习目标:参加多元化与包容性团队建设研讨会后,参与者可以:

Learn about the importance of diversity and inclusion
了解多样性和包容性的重要性

Understand important laws and regulations related to discrimination, workplace harassment and bullying, and equal employment opportunities
了解与歧视、职场骚扰和欺凌以及平等就业机会相关的重要法律法规

Obtain important skills to improve cross cultural intelligence and global mindset
获得重要技能,以提高跨文化智能和全球思维

Apply the knowledge and skills learnt to create more diverse and inclusive teams in their workplace
应用所学的知识和技能,创造更多多样化和包容性的团队在他们的工作场所

Activities:
活动:

Activity 1: Warm up activity: Confront stereotypes head on
活动 1:热身活动:直面刻板印象

Activity 3: Fashion show: Understanding cultural differences
活动 3:时装秀:了解文化差异

Activity 4: Role play: Walk in someone else’s shoes
活动 4:角色扮演:走进别人的鞋子

Activity 5: Nomination group technique: Building an action plan for diversity and inclusion
活动 5:提名小组技术:为多样性和包容性制定行动计划

Engagement elements: Videos, PPT slides, Interactive games, snack and refreshment, prizes.
参与元素:视频,PPT 幻灯片,互动游戏,小吃和饮料,奖品。

Option 2: Decision Making in team
选项 2:团队决策

Learning objectives:
学习目标:

Activities:
活动:

Activity 1
活动 1

Activity 2….
活动 2....

Engagement elements:
参与元素:

Option 3: Conflict management in team
选项 3:团队中的冲突管理

Learning objectives:
学习目标:

Activities:
活动:

Activity 1
活动 1

Activity 2….
活动 2....

Engagement elements:
参与元素:

25 minutes.
25 分钟。

Red
红色

Feeling about the three generated team building workshops? Name them.
对于三个生成的团队建设研讨会有什么感觉?给它们命名。

Write down each member’s feelings about the 3 options proposed by Green
写下每个成员对 Green 提出的 3 个选项的感受

3 minutes
3 分钟

Yellow
黄色

Why would these three options work? Benefits, values, logical reasoning.
为什么这三个选项会起作用?好处、价值、逻辑推理。

Write down the benefits/values/Practicability of each option - Why should the team choose these options
写下每个选项的好处/价值/实用性 - 团队为什么应该选择这些选项

10 minutes
10 分钟

Black
黑色

Why would these three options not work? Problems? Drawbacks? Limitations?
为什么这三个选项不起作用?问题?缺点?限制?

Write down the limitations of each option
写下每个选项的限制

10 minutes
10 分钟

Green
绿色

After the black hat session, choose the best option. How can we overcome its faults as outlined during the black hat session? Refine the final option.
在黑帽会议之后,选择最佳选项。我们如何克服在黑帽会议期间概述的缺点?完善最终选项。

Green to look at the pros and cons of each option and make a decision on the best one
绿色看每个选项的利弊,并做出最佳选择

10 minutes.
10 分钟。

Red
红色

How do we feel about the final product? Name these.
我们对最终产品的感觉如何?给这些命名。

Write down each member’s feeling on Green’s decision
写下每个成员对格林决定的感受

3 minutes.
3 分钟。

Blue
蓝色

Discuss and complete the Group Reflection questions.
讨论并完成小组反思问题。

10 minutes.
10 分钟。

Starweaver 2019)

Group Reflective questions (Blue Hat) - developing metacognition (thinking about thinking). 10 minutes
组反思性问题(蓝帽)- 发展元认知(思考思维)。10 分钟

1. How effective was the process?
1. 这个过程有多有效?

The team to share how they feel about doing this 6 thinking hats exercise
团队分享他们对进行这项 6 个思维帽练习的感受

2. What did we do that worked?
2. 我们做了什么有效的事情?

The team to share the things you did that worked (for example, turning on mic and discussing with each other, the team was fully cooperative…)
团队分享您成功的事情(例如,打开麦克风并彼此讨论,团队完全合作...)

3. What did we do that did not work?
3. 我们做了什么事情没有奏效?

4. How can we do better next time?
4. 下次我们如何做得更好?

(Starweaver 2019) wework.com

Please note: you can apply the Six Thinking Hat process in different sequences and use it as an individual as well as in collaborative environments. By applying it as an individual to solve problems or generate ideas, it allows us to remember to ‘think’ from different perspectives.
请注意:您可以以不同的顺序应用六顶思考帽过程,并将其用作个人以及协作环境中。通过将其作为个人应用来解决问题或产生想法,它让我们记得从不同的角度‘思考’。

Adapted from:Starweaver. 2019. Using Six Thinking Hats for IT teams to Solve Problems/Courses and Trainings/Starweaver. YouTube video, 47.49. https://www.youtube.com/watch?v=fcIOpGSYJV0
改编自:Starweaver。2019 年。使用六顶思考帽为 IT 团队解决问题/课程和培训/Starweaver。YouTube 视频,47.49。https://www.youtube.com/watch?v=fcIOpGSYJV0

INCLUDE THE MEETING LOG HERE
包括在这里的会议记录

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