When a core project team is formed,

When a core project team is formed, you should explain the assignment and the overall objectives of the organization for the project. Let them know that there will be another meeting in a few days to develop a shared understanding of the project. I personally prefer to avoid the words vision and mission because they carry negative baggage. The term “shared understanding,” on the other hand, is more palatable. Or I might say that we are going to meet to be sure we are all on the “same page together” in our understanding of the project.
The meeting to develop a shared vision should be well planned and well managed. If possible, a facilitator skilled in group process should lead the team through the steps. The process that I am going to outline is a derivative of what is called the “future search conference.” The format was origi- nally developed by Emery and Trist in the 1950s and has been used worldwide with all kinds of groups to plan future outcomes. Perhaps one of the strongest advocates for future search today is organization development practitioner Marvin Weisbord (Weisbord and Janoff, 1995).
The idea behind the future search meeting is very simple: The best way in which an organization can arrive at an ideal future is to get the entire membership together in one place and let them plan that future themselves. Note that the group should begin by designing the ideal scenario, and then, if necessary, they can settle for less. It is always easy to give up things if need be. It is harder to go the other way.
For groups larger than nine, subgroups are formed. The guiding rule is that working groups should be sized between five and nine, so for large groups, small sub- groups are set up. The facilitator gives them assignments, which are always time limited. The groups need ample working space so that they are not on top of each other when they do their assignments, so a large room is neces- sary. Alternatively, break-out rooms can be used. Each subgroup also needs a flip chart and lots of colored felt markers, drafting tape, and any other media that can be used for creative thinking.
The first step in the process is to identify all attributes of the project deliverable. If it is a product, what will it be like? How will it work? How will the customer use it? How will it compare to other similar products? If the project is to move a facility, the questions might be: How would we conduct the ideal move? Who would move various departments? How would the timing work? How do we move people so they can be functional immediately after the move?
The best way an organization can arrive at an ideal future is to have the entire membership plan it themselves. The best “tool” for identifying all attributes of a project outcome/deliverable is probably the mind map. You begin by writing the name of the project in an oval, then start list- ing major attributes around it. These will, in turn, make you think of related ideas, which are clustered around the major attributes, and so on, until everything has been covered. There is an example in Figure 17–3. If you would like to read a book on the many uses of mind maps, I highly recommend Tony Buzan’s The Mind Map Book (1993).
Once the mind map is finished, you can have the group describe the ideal scenario, which would optimize all attributes that have been listed in the map. There are creative ways to do this. Draw a picture of a product, write a commercial and present it, or design a brochure. If the project is moving a facility, put on a skit that demonstrates how the move is to be accomplished. For other scenarios, the group might write songs, poems, skits, raps, and so on. These are all presented by the subgroups for the others.
I once worked with a group of school principals to design the ideal school. They went away in their subgroups and wrote songs, skits, and a Charles Kuralt-like “on-the-road” interview. These were then presented. The amazing thing about this process is that the core ideas presented are usually very similar. You would almost swear that the groups colluded to develop their presentations. Furthermore, by the time all groups have finished, you have a wealth of ideas that can now be drawn on by the entire group. These can now be incorporated into the overall end result.
The process creates an enormous amount of energy. Recently I co-facilitated a version of one of these on a Saturday, and at 3:00 p.m. people were at a higher energy level than you would ever expect after working all day. And they understood their project much better than they ever would have if we had merely communicated it to them. In addition, the subgroups developed several good strategies, so that the project manager will now be able to work with them to select the best strategy to be implemented later on.

Kết quả (Việt) 1:

When a core project team is formed, you should explain the assignment and the overall objectives of the organization for the project. Let them know that there will be another meeting in a few days to develop a shared understanding of the project. I personally prefer to avoid the words vision and mission because they carry negative baggage. The term “shared understanding,” on the other hand, is more palatable. Or I might say that we are going to meet to be sure we are all on the “same page together” in our understanding of the project.The meeting to develop a shared vision should be well planned and well managed. If possible, a facilitator skilled in group process should lead the team through the steps. The process that I am going to outline is a derivative of what is called the “future search conference.” The format was origi- nally developed by Emery and Trist in the 1950s and has been used worldwide with all kinds of groups to plan future outcomes. Perhaps one of the strongest advocates for future search today is organization development practitioner Marvin Weisbord (Weisbord and Janoff, 1995).The idea behind the future search meeting is very simple: The best way in which an organization can arrive at an ideal future is to get the entire membership together in one place and let them plan that future themselves. Note that the group should begin by designing the ideal scenario, and then, if necessary, they can settle for less. It is always easy to give up things if need be. It is harder to go the other way.Cho các nhóm lớn hơn chín, nhóm được hình thành. Quy tắc hướng dẫn là làm việc nhóm nên được có kích thước giữa năm và chín, như vậy cho các nhóm lớn, sub-nhóm nhỏ được thiết lập. Sở mang lại cho họ tập, mà luôn luôn là thời gian giới hạn. Các nhóm cần không gian làm việc rộng rãi để chúng không phải là trên đầu trang của mỗi khác khi họ làm bài tập của họ, do đó, một phòng lớn là neces-sary. Ngoài ra, break-out phòng có thể được sử dụng. Mỗi nhóm con cũng cần một biểu đồ flip và rất nhiều của các dấu hiệu cảm thấy màu, soạn thảo băng, và bất kỳ phương tiện nào có thể được sử dụng cho tư duy sáng tạo.Bước đầu tiên trong quá trình này là để xác định tất cả các thuộc tính của dự án deliverable. Nếu nó là một sản phẩm, những gì nó sẽ như thế? Làm thế nào nó sẽ làm việc? Làm thế nào khách hàng sẽ sử dụng nó? Làm thế nào nó sẽ so sánh với các sản phẩm tương tự khác? Nếu dự án là để di chuyển một cơ sở, các câu hỏi có thể là: làm thế nào chúng tôi sẽ tiến hành di chuyển lý tưởng? Người sẽ di chuyển các phòng ban khác nhau? Thời gian sẽ làm việc như thế nào? Làm thế nào chúng tôi để di chuyển người dân để họ có thể được chức năng ngay lập tức sau khi di chuyển?The best way an organization can arrive at an ideal future is to have the entire membership plan it themselves. The best “tool” for identifying all attributes of a project outcome/deliverable is probably the mind map. You begin by writing the name of the project in an oval, then start list- ing major attributes around it. These will, in turn, make you think of related ideas, which are clustered around the major attributes, and so on, until everything has been covered. There is an example in Figure 17–3. If you would like to read a book on the many uses of mind maps, I highly recommend Tony Buzan’s The Mind Map Book (1993).Once the mind map is finished, you can have the group describe the ideal scenario, which would optimize all attributes that have been listed in the map. There are creative ways to do this. Draw a picture of a product, write a commercial and present it, or design a brochure. If the project is moving a facility, put on a skit that demonstrates how the move is to be accomplished. For other scenarios, the group might write songs, poems, skits, raps, and so on. These are all presented by the subgroups for the others.I once worked with a group of school principals to design the ideal school. They went away in their subgroups and wrote songs, skits, and a Charles Kuralt-like “on-the-road” interview. These were then presented. The amazing thing about this process is that the core ideas presented are usually very similar. You would almost swear that the groups colluded to develop their presentations. Furthermore, by the time all groups have finished, you have a wealth of ideas that can now be drawn on by the entire group. These can now be incorporated into the overall end result.The process creates an enormous amount of energy. Recently I co-facilitated a version of one of these on a Saturday, and at 3:00 p.m. people were at a higher energy level than you would ever expect after working all day. And they understood their project much better than they ever would have if we had merely communicated it to them. In addition, the subgroups developed several good strategies, so that the project manager will now be able to work with them to select the best strategy to be implemented later on.