團(tuán)隊建設(shè)的藝術(shù) 外文翻譯

1、<p><b>　　中文3456字</b></p><p><b>　　2000單詞</b></p><p><b>　　原文：</b></p><p>　　The Art of Team Building</p><p>　　The success of a com

2、pany depends on the people that work there. The staff must work and collaborate as a team with a focus on the company's mission statements. Any conflict within the staff can lead to potential quarrels and disunity, h

3、ampering the success of the company. Today's modern software firm consists of several work and project teams that must cooperate and share resources if a quality job is to be produced within budget.</p><p&

4、gt;　　Team building is an organizational development intervention strategy that investigates the personalities and behavior characteristics of the team membership. Team building consists of a series of exercises that coll

5、ect data and feedback. This serves as input into proposed improvements for the company's process - both at an individual and team level. It is a powerful tool, but is not always practical.</p><p>　　The d

6、ocument investigates the cycle of team building and provides a quantity of tools that would be useful in the team building process. These tools collect data that can provide the source of conflicts.</p><p>　

7、　Teams in Today's Workplace</p><p>　　A team is defined as a collection of people who rely on group collaboration such that each of its members experiences an optimum of success level reaching of of both

8、personal and team based goals (Dyer, 1977).</p><p>　　Suppose one was to take a look at a typical business operation - a restaurant, golf course, home builder, oil patch, or software firm. We will note that t

9、his business operation (assuming it is not a home based business) consists of of staff members who work together to provide a service. Each member of the staff strives towards meeting personal and company goals. In teamw

10、ork, everybody makes their own contributions and performs their tasks. The staff members also interact and communicate with ea</p><p>　　Therefore, the concept of team goes beyond professional sports. They ex

11、ist everywhere in society. At work, there may be several different work groups (requirements, quality assurance, testing). Each one is a team. Project teams consist of people from different groups brought together for a

12、specific activity. A worker may be a member of more than one team at work. Even the family is considered a team (Dyer, 1977). Team dynamics run through the family in the same way as at work.</p><p>　　However

13、, success in any team environment is a challenge. Because individuals have different behavior and thinking styles, this leads to conflict. Poor handling of conflict leads to disunity, quarrels, jealousy, and reduced mora

14、le. The process of team building investigates the personal characteristics of team members. The result is the recommendation of changes in the company's process and team interaction such that the teams can perform to

15、gether.</p><p>　　If we look at the software industry's reputation of being late and over budget, team building would serve as a good tool in software process improvement. It is also a good tool when new

16、teams are being formed for new projects. Successful performing teams are paramount to producing a quality software project within budget. In today's typical software company, each phase of the software development pr

17、ocess is performed by one or more people with the appropriate expertise. Each of these "teams" mel</p><p>　　The Stages of the Performance Team.</p><p>　　Any team - including the family

18、 - may encounter one or more of the following stages.</p><p>　　? Forming: The forming stage is a "get acquainted" stage. It is an exciting time as people get to know each other.</p><p>

19、;　　? Storming: This stage is a very emotional stage. The different personality types, thinking styles, and roles may conflict. This leads to some very heated arguments as well as reduced morale and disunity. Some teams e

20、ven fall apart.</p><p>　　? Norming: The membership appreciates each other's differences. They start to get settled down.</p><p>　　? Performing: The members are dedicated to getting the job d

21、one, without disruption caused by poor team dynamics. Conflicts are handled constructively. The team can enter any of these stages at any time. A "performing team" can easily return to the storming stage over w

22、hat may not be a major conflict. A proper team building program will not guarantee a performing team, but can help a team learn of each member's strengths and weaknesses and account for them in collaboration.</p&g

23、t;<p>　　Team Building Objectives.</p><p>　　In determining objectives for a specific team building process, it should be sensitive to the specific team based process improvement goals that the team as

24、a whole have identified. The most common objectives of team building are as follows (Phillips and Elledge, 1989).</p><p>　　? Allowing the work unit to engage in a continuous process of self improvement.</

25、p><p>　　? Providing a forum for the team to evaluate strengths and weaknesses.</p><p>　　? Determining problems in a team's behavior and suggesting corrective actions to be taken.</p><

26、;p>　　? Developing specific team processes such as conflict management.</p><p>　　? Improving interpersonal communication skills.</p><p>　　? Determining roles and responsibilities of the member

27、ship.</p><p>　　? Evaluation of problem solving strategies.</p><p>　　The Cycle of Team Building.</p><p>　　Team building can be precisely defined as "a long range program for uni

28、ting people into shared efforts for improving the effectiveness of a working group." (Dyer, 1977). It can revitalize the company's social interaction system, but is only useful if it can be proved that the work

29、unit is no longer functioning productively (Tontini, 1979).</p><p>　　An external consultant be acquired for this process, particularly if a manager feels that he or she may be part of the problem. The consul

30、tant may be either external or an staff member external to the affected work unit. A consultant is also neutral, eliminating bias and any attitudes between management and staff. The manager may do the process himself, bu

31、t he must know exactly what actions to take and how to do it.</p><p>　　Dyer defines a cycle of six stages that constitute the team building process. These will be described in further detail.</p><

32、p>　　Problem Identification</p><p>　　Team building should not be done just for the sake of it. The team building process should be undertaken if evidence points to ineffective teamwork as the source of the

33、 problem (Phillips and Elledge, 1989). Before the decision to implement team building is made, the management must identify symptoms within the organization. Dyer identifies the following as symptoms of ineffective teamw

34、ork - which could point to the need for the team building process.</p><p>　　? There is a loss of productivity or output.</p><p>　　? There is an increase in staff grievances, hostility or conflic

35、t.</p><p>　　? The staff experiences confusion as to their assignments.</p><p>　　? The decisions are either misunderstood or improperly executed.</p><p>　　? Staff meetings are ineffe

36、ctive - having low participation rates.</p><p>　　? There is a lack of interest or involvement among the staff membership.</p><p>　　? A new group is formed that must quickly develop into a workin

37、g team.</p><p>　　? High dependency is placed on management.</p><p>　　? There is an increase in customer complaints.</p><p>　　? There is a decrease in quality and/or an increase in c

38、osts.</p><p>　　Data Gathering.</p><p>　　The Team Building process consists of gathering relevant data about a team and applying it to assist the team in improving its process. In collecting the

39、data, it is important to understand that the goal of team building is to identify the underlying causes of problems (Phillips and Elledge, 1989). There are several methods that are useful for data collection.</p>

40、<p>　　The one on one interview is one of the simplest methods to elicit data from a team member. The consultant can receive a large quantity of detailed information in the one on one interview. The interviewee can o

41、pen his heart and provide his view of the situation. Nonverbal behavior can be taken into account. The consultant gets to know the interviewee well through rapport.</p><p>　　The major drawback of the intervi

42、ew is its cost. They must be planned and take time to perform. The data analysis is more difficult to perform. When the data is presented for feedback, members may not confess that they were responsible for that componen

43、t of the data.</p><p>　　The interview consists of open ended questions that cover the whats and whys of the problem. They should also cover how one can be more effective at work. Interviews should be arrange

44、d through senior management or the team captain.</p><p>　　In open data sharing the consultant conducts a forum with the entire group. This type of forum can involve the same questions as those he would use o

45、n a one on one interview. With the problems presented in front of the entire team as opposed to each individual separately, it forces the group as a whole to commit to the changes they need to make. There is less resista

46、nce to the data identified. The open forum is an economical alternative to the interview, however there is a lack of personal atten</p><p>　　The questionnaire is a common tool for data gathering before forma

47、l team building exercises begin. Questionnaires usually consist of a series of statements which the candidate ranks on an ordinal scale. Some multiple choice questions may also be included, but open ended questions are s

48、eldom used.</p><p>　　The questionnaire is efficient and produces numerical data. The same questionnaire can be filled before and after the team building process, allowing a statistical analysis of how effect

49、ive the team building was. However, questionnaires do not allow the consultant the chance to conduct further investigation of the participants for more detailed information. Bias due to shyness or improper completion can

50、 occur.</p><p>　　If it is available, the consultant may investigate hard data on the group's performance. The data may cover metrics like productivity, absenteeism, and quality. Hard data is the most eff

51、ective evidence of the need to improve. It is real, concrete and is the responsibility of the entire team.</p><p><b>　　Diagnosis</b></p><p>　　Once the consultant has completed the da

52、ta collection process, he must perform an accurate data analysis. This analysis will identify trends, allowing the team to identify problems that can be targeted in the team building process. Two types of analysis (Phill

53、ips and Elledge, 1989) are used:</p><p>　　? The thematic content analysis investigates the results of interviews and open ended questions on a questionnaire. The consultant will look for themes and patterns

54、within the data and performs an appropriate grouping. Data may be sorted by question. This analysis is quite useful when the work environment is known by the consultant.</p><p>　　?Data summation is used to i

55、nvestigate the results of a standardized questionnaire. This is a quick process, where responses are recorded and formatted for an easy analysis. This analysis should be simple, accurate, and complete. When the questionn

56、aire involves the ordinal ranking of statements, metrics like mean, standard deviation, and range are helpful.</p><p>　　The diagnosis process includes a feedback meeting with the group, where the results of

57、the analysis are presented to the group. It is a good idea to verify that the data corresponds to the team activity. It is important for the team to understand the meaning of the data before suggesting an improvement str

58、ategy. The team should also retain a copy of the analysis for their own viewing. If the team agrees to a workshop, its logistics should be completed at this meeting.</p><p><b>　　Planning.</b><

59、/p><p>　　The issues identified in the data analysis become problems that must be solved. The planning phase allows the consultant to develop a strategy for a team building session.</p><p>　　It is r

60、ecommended that the group be presented with several possible agendas for the team building session (Phillips and Elledge, 1989). Each agenda should be specifically tailored to the strengths and weaknesses of that team -

61、based on the data that was collected. It should also account for the group's resources and time allocation. An agenda for a team building session may take anywhere from a few hours to a couple of days.</p><

62、;p>　　A team building session consists of an introduction, a series of activities, the development of action plans based on the activities, and follow up planning. The following summarizes a list of tools and activitie

63、s that could be seen in a team building session:</p><p>　　? Myers Briggs Type Indicator.</p><p>　　? Team Roles Indicator.</p><p>　　? Johari Window.</p><p>　　? Leadershi

64、p Process Inventory.</p><p>　　? Thinking Styles Inventory.</p><p>　　? Conflict Management.</p><p>　　? Specific problem solving activities.</p><p>　　? Development of act

65、ion plans.</p><p>　　Source: Dale.Couprie“The Art of Team Building” Team Building leading to unity in the team. P2-5</p><p><b>　　譯文：</b></p><p><b>　　團(tuán)隊建設(shè)的藝術(shù) </b&

66、gt;</p><p>　　一個公司的成功取決于在那里工作的員工。員工必須作為一個團(tuán)隊相互配合協(xié)作,并把焦點集中在企業(yè)的使命上。在員工之間的任何沖突都會導(dǎo)致潛在的爭吵和不團(tuán)結(jié)危機(jī)、還可能阻礙公司發(fā)展?，F(xiàn)今新式軟件公司都是由幾個工作項目團(tuán)隊組成的,如果想在預(yù)算之內(nèi)保質(zhì)保量地完成工作就必須合作并共享資源。</p><p>　　團(tuán)隊建設(shè)是一個發(fā)展干預(yù)的策略，能夠展現(xiàn)團(tuán)隊成員的性格特征和行為特征。

67、團(tuán)隊建設(shè)包括一系列的任務(wù)如收集數(shù)據(jù)和信息反饋。無論是個體還是團(tuán)隊層面，這都是作為輸入來改善公司流程的。它是一個功能強(qiáng)大的工具，但并不總是可行的工具。</p><p>　　該文件探討了團(tuán)隊建設(shè)周期，并提供了大量有助于團(tuán)隊建設(shè)的工具。這些工具可以收集到解析沖突根源的數(shù)據(jù)。</p><p><b>　　當(dāng)代工作場所的團(tuán)隊</b></p><p>　　

68、團(tuán)隊指的是一群人依靠小組合作，因而每一個成員都能體驗到最佳的成功水平，以便達(dá)到共同目標(biāo)。（代爾，1977）</p><p>　　假設(shè)一個是看看典型的業(yè)務(wù)操作——一個飯店,高爾夫球場、家庭的建設(shè)者,石油補(bǔ)丁程序或軟件公司。我們會看到這一業(yè)務(wù)操作（假設(shè)它不是一個家族型企業(yè)）是提供服務(wù)業(yè)的員工的集合。每個工作人員都向著個人及公司的目標(biāo)努力。在團(tuán)隊工作中，每個人都各司其職，在自己的崗位上作出貢獻(xiàn)。員工之間也相互溝通交流。

69、</p><p>　　因此，團(tuán)隊的概念超越了職業(yè)體育。他們存在于社會的任何地方。在工作中，它們可能有幾個不同的工作組的形式（要求，質(zhì)量保證，檢驗）。每個組都是一個團(tuán)隊。項目團(tuán)隊聚集了來自不同小組的人們?yōu)榱送瓿梢豁椌唧w的活動。在工作中，一個工人可能是一個以上的工作小組的成員。即使是家人也是一個團(tuán)隊（代爾，1977）。團(tuán)隊動力貫穿于家庭中正如在工作中一樣。</p><p>　　然而，成功對于任

70、何環(huán)境下的團(tuán)隊都是一個挑戰(zhàn)。因為每個人有不同的行為和思維方式，這都會導(dǎo)致沖突。沖突處理的不善會導(dǎo)致不團(tuán)結(jié)，爭吵，嫉妒，降低士氣。團(tuán)隊建設(shè)過程中隱射出團(tuán)隊成員的個性特點。其結(jié)果就是提議公司流程和團(tuán)隊互動方面的改革，使得團(tuán)隊較好地協(xié)作。</p><p>　　如果我們從軟件行業(yè)的遲到超過預(yù)算的聲譽(yù)的方面來看，團(tuán)隊建設(shè)將會是軟件加工改進(jìn)中的好工具。在為新項目集合而成的新團(tuán)隊中，這也是一個很好的工具。有著高績效的成功團(tuán)隊對

71、于希望在預(yù)算范圍內(nèi)產(chǎn)生高質(zhì)量的軟件項目是極其重要的。在今天的典型的軟件公司中，在軟件開發(fā)過程的每個階段是由一個或多個有對口的專業(yè)知識的人協(xié)作完成的。每個“團(tuán)隊”融合在一起，形成一個團(tuán)隊負(fù)責(zé)該項目。</p><p>　　有績效的團(tuán)隊的幾個階段</p><p>　　任何團(tuán)隊 - 包括家庭在內(nèi) - 可能會遇到下列一個或多個階段。</p><p>　　?成型時期：形成階段是

72、“結(jié)識”的階段。這是一個激動人心的時刻，因為人們開始了解對方。</p><p>　　?攻堅時期：此階段是一個很情緒化的階段。不同的性格類型，思維方式和角色可能會發(fā)生沖突。這將會導(dǎo)致一些非常激烈的爭論，以及降低士氣和不團(tuán)結(jié)。有些團(tuán)隊甚至解散。 </p><p>　　?規(guī)范化時期：該成員接受彼此的不同點。他們開始變得平靜下來。 </p><p>　　?執(zhí)行時期：成員都致

73、力于完成工作，沒有惡劣的團(tuán)隊動力造成的中斷。沖突是得到建設(shè)性的解決。團(tuán)隊可以在任何時間進(jìn)入這些任何階段。一個“有績效的團(tuán)隊”可以在一個沒有什么大的沖突的可能下，輕松地回到攻堅階段。而一個合適的團(tuán)隊建設(shè)方案，雖然并不能保證一個高績效的團(tuán)隊，但可以幫助團(tuán)隊了解每個成員的長處和弱點，并引導(dǎo)他們更好地在工作中的合作。</p><p><b>　　團(tuán)隊建設(shè)的目標(biāo)</b></p><

74、p>　　在確定一個具體的團(tuán)隊建設(shè)進(jìn)程的目標(biāo)時，整個團(tuán)隊?wèi)?yīng)該對特定團(tuán)隊化進(jìn)程的改善和目標(biāo)的確定具有敏感性。最常見的團(tuán)隊的建設(shè)目標(biāo)如下（菲利普斯和埃利奇，1989）。</p><p>　　?允許工作單位持續(xù)致力于自我改善提升。</p><p>　　?建立透明化機(jī)制來評估團(tuán)隊的長處和短處。</p><p>　　?確定在一個團(tuán)隊中的行為問題，并建議應(yīng)采取糾正措施。&l

75、t;/p><p>　　?發(fā)展如沖突管理之類的特殊團(tuán)隊的團(tuán)隊建設(shè)過程。</p><p>　　?提高人際溝通技巧。</p><p>　　?確定成員的角色和責(zé)任。 </p><p>　　?評價問題解決策略。</p><p><b>　　團(tuán)隊建設(shè)的周期</b></p><p>　　團(tuán)隊

76、建設(shè)可以被精確地定義為“一個長程計劃用以團(tuán)結(jié)人們共同提升工作組的效率?！保ù鳡枺?977）。它可以重振公司的社會交互系統(tǒng)，但只有在證明該工作單元沒有成效后才有用（蒂尼，1979）。</p><p>　　一個外部的咨詢者應(yīng)該熟悉該流程，尤其是當(dāng)經(jīng)理認(rèn)為他或她也是問題之一的時候。該顧問可以是外部或工作單位外的員工。顧問也是中立的，他致力于消除管理層和員工之間的偏見和任何態(tài)度。經(jīng)理可能自己進(jìn)行該流程，但他必須準(zhǔn)確地知道

77、采取什么行動，以及如何去開展。</p><p>　　戴爾定義了構(gòu)成了團(tuán)隊建設(shè)過程周期的六個階段，。這些將進(jìn)一步詳細(xì)說明。</p><p><b>　　問題的確認(rèn)</b></p><p>　　團(tuán)隊建設(shè)不應(yīng)該只做僅僅對自己團(tuán)隊本身認(rèn)為有利的事。如果有證據(jù)證明問題（菲利普斯和埃利奇，1989）源于無效的團(tuán)隊精神，團(tuán)隊建設(shè)過程中應(yīng)指出來。在決定實行團(tuán)隊

78、建設(shè)前，管理必須確定在組織內(nèi)找到癥狀所在。戴爾認(rèn)為無效的團(tuán)隊精神有以下癥狀 - 這可能反射出團(tuán)隊建設(shè)過程中的需要</p><p>　　?生產(chǎn)力或產(chǎn)出損失。 </p><p>　　?員工申訴，敵意或沖突的增加。 </p><p>　　?工作人員的經(jīng)驗不足以完成他們的任務(wù)。</p><p>　　?決定是不是誤解或不正確執(zhí)行。 </p>

79、<p>　　?員工會議是無效的 - 具有低參與率。</p><p>　　?員工興趣或參與度貧乏。 </p><p>　　?成立一個新的小組，必須使其迅速發(fā)展成為一個工作團(tuán)隊。</p><p><b>　　?高度依賴管理。 </b></p><p>　　?客戶投訴的增加。 </p><p&

80、gt;<b>　　?低質(zhì)量/高成本。</b></p><p><b>　　數(shù)據(jù)的采集</b></p><p>　　團(tuán)隊建設(shè)的過程是一個包括收集有關(guān)一個團(tuán)隊相關(guān)的數(shù)據(jù)和應(yīng)用它，以協(xié)助團(tuán)隊有效改善其進(jìn)程的過程。在收集資料的過程中，重要的是要明白，團(tuán)隊建設(shè)的目標(biāo)是要找出問題（菲利普斯和埃利奇，1989年）的根本原因。當(dāng)然也有許多有助于數(shù)據(jù)收集的方法存在

81、。</p><p>　　采訪是收集團(tuán)隊成員數(shù)據(jù)最簡單的方法。顧問可以從被采訪者身上取得大量詳細(xì)的信息。受訪者可以打開他的心，并提供他對局勢的看法。在這過程當(dāng)中，非語言行為也可以考慮其中。該顧問可以在融洽的環(huán)境中更好的了解受訪者。</p><p>　　面試的主要缺點是它的成本。他們必須花時間進(jìn)行規(guī)劃和執(zhí)行。而更加難以執(zhí)行的則是數(shù)據(jù)的分析。當(dāng)數(shù)據(jù)反饋給主辦方，大家可能不會承認(rèn)該部分的數(shù)據(jù)是由他

82、們負(fù)責(zé)的。</p><p>　　訪談包括了開放式問題，涵蓋了問題的所在和原因。他們還應(yīng)該包括如何能夠更有效地工作在內(nèi)的問題。采訪活動須安排應(yīng)征得高級管理層或團(tuán)隊的隊長的同意。</p><p>　　在共享開放性數(shù)據(jù)時，顧問往往在整個小組中進(jìn)行論壇交流。這種論壇類型可包括那些他將使用于采訪時的同樣的問題。當(dāng)問題呈現(xiàn)給大眾而非個人時，它迫使小組作為一個整體來進(jìn)行改革。很少有人反對確定的數(shù)據(jù)。開放

83、式的論壇是一個經(jīng)濟(jì)的替代面試，但是仍缺乏采訪所帶來的個人注意力和融洽度。</p><p>　　調(diào)查問卷是集正式的團(tuán)隊建設(shè)活動前一種常用的數(shù)據(jù)收集工具。問卷通常由一系列序數(shù)排列規(guī)模組成。有些多項選擇題，也可列入，但開放式問題是很少使用的。</p><p>　　有效調(diào)查問卷能產(chǎn)生數(shù)字?jǐn)?shù)據(jù)。同樣的問卷可以在團(tuán)隊建設(shè)之前和之后填寫，來分析團(tuán)隊建設(shè)是否有效。然而，問卷不允許顧問對參與者作進(jìn)一步調(diào)查以

84、便取得詳細(xì)信息。由于羞澀或不當(dāng)?shù)慕Y(jié)案可能發(fā)生偏見。</p><p>　　如果可用，顧問可對本集團(tuán)的硬性數(shù)據(jù)進(jìn)行調(diào)查。這些數(shù)據(jù)可能包括像生產(chǎn)率，缺勤率和質(zhì)量指標(biāo)。硬性數(shù)據(jù)是需要改進(jìn)的最有效的證據(jù)。這是真實的，具體的，是整個團(tuán)隊的責(zé)任。</p><p>　　團(tuán)隊建設(shè)問題的診斷分析</p><p>　　一旦咨詢者完成了數(shù)據(jù)收集過程，他必須進(jìn)行精確的數(shù)據(jù)分析。這些數(shù)據(jù)有助于

85、辨別形勢，使團(tuán)隊能夠在團(tuán)隊建設(shè)中識別問題。我們通常采用兩種分析方法（ 菲利普斯和埃利奇，1989）：</p><p>　　?內(nèi)容主旨分析法主要是研究面試和開放性調(diào)查問卷的結(jié)果。咨詢者將在數(shù)據(jù)內(nèi)尋找主旨和模式，并進(jìn)行恰當(dāng)?shù)姆纸M。數(shù)據(jù)根據(jù)問題來分類。當(dāng)咨詢者對環(huán)境相當(dāng)熟悉時，該分析方法就非常有效。 ?數(shù)據(jù)概括是用來研究標(biāo)準(zhǔn)問卷的結(jié)果。該方法快速簡便，只需將回復(fù)做下記錄并進(jìn)行編排。因而要求簡易，精確，完整。當(dāng)問

86、卷涉及清單及韻律的標(biāo)準(zhǔn)結(jié)構(gòu)的序數(shù)排列時，這種方法就很有用處。</p><p>　　診斷過程包括對于小組成員所呈現(xiàn)的分析結(jié)果的反饋，核對數(shù)據(jù)是否與小組活動相一致是明智之舉。在提出建設(shè)性戰(zhàn)略意見之前，小組成員對于數(shù)據(jù)意義的把握相當(dāng)重要。小組還應(yīng)該保留一份數(shù)據(jù)的備份以便自己查看。如果該組與工作坊達(dá)成協(xié)議，物流問題就必須當(dāng)場商定。</p><p><b>　　團(tuán)隊建設(shè)執(zhí)行的計劃</

87、b></p><p>　　必須解決在數(shù)據(jù)分析上已查明的問題。規(guī)劃階段允許顧問就團(tuán)隊建設(shè)會議制定一項戰(zhàn)略。</p><p>　　我們建議，就該集團(tuán)應(yīng)在隊伍建設(shè)會議提出了幾種可能的議程（菲利普斯和埃利奇，1989）。每個議程應(yīng)專門指出團(tuán)隊的優(yōu)勢和弱點 -根據(jù)收集到的數(shù)據(jù)。也應(yīng)該考慮集團(tuán)的資源和時間分配。一種團(tuán)隊建設(shè)會議議程可能是幾個小時，也可能是幾天才能完成。</p>&l

88、t;p>　　一次團(tuán)隊建設(shè)會議上包括引言，一系列的活動，活動基礎(chǔ)上的行動發(fā)展計劃和后續(xù)計劃。下面的列表總結(jié)的是在一個團(tuán)隊建設(shè)會議中可能會接觸到的工具和活動事項:</p><p>　　?邁爾斯布里格斯類型指標(biāo)。 </p><p><b>　　?團(tuán)隊角色指標(biāo)。 </b></p><p>　　?喬哈里資訊窗（一種關(guān)于溝通的技巧和理論）。</

89、p><p><b>　　?領(lǐng)導(dǎo)過程記錄。 </b></p><p><b>　　?思維風(fēng)格量表。</b></p><p><b>　　?沖突管理。</b></p><p>　　?具體的問題解決活動。 </p><p><b>　　?發(fā)展行動計劃。&