01 教学工具 - 准备及介绍

1、董事长愿景 2015 年中国区瀑布式教学Chairmans Vision 2015 China Cascade准备及介绍Preparation & Orientation2015 Action Learning Associates目录概述3设定目标和策略7计划领导者培养领导者（LDL）项目周期13选择参与者21介绍及前期工作2512015 Action Learning AssociatesTable of ContentsOverview.4Setting Objectives/Strategy.8Planning Your LDL Cycle.14Selecting Participan

2、ts.22Orientation & Pre-work.2622015 Action Learning Associates概述为保证您为瀑布式教学活动付出的努力获得成功，您需要提前制定周密的计划。虽然组织有序并不总是件很有趣的事情,但是会使您的研讨会和项目运行地更加顺畅。 下图是瀑布式教学的行动流程。该流程从您5月刚刚完成的上海研讨会开始。该研讨会提供了一些背景信息和概念框架，以便于您带领和教导您组织内部的人员进行教学。通过本册子和其他资料您可以看到一些“领导者培养领导者”或简称“LDL”的参考资料。本次瀑布式教学的目的是让您成为领导者/教师，分享董事长和您的业务主管在上海研讨会上讨论的策略

3、主张及正大集团价值观，此外还希望您能用一些新的技巧来传达这些信息，更重要的是将这些信息与当地实际情况匹配起来，这样您的团队工作和他们的日常表现都将有助于实现我们的总体愿景。在这整个过程中希望您能充满，调动他们的积极性来成为更好的领导者。为了展示您成功地作为一位领导者/教师，董事长要求您和您的团队做一个100天的项目，该项目需要有可衡量的、显著的成果。 教学包中的手册和其他资料用来指导您的团队走完整个瀑布式教学流程。在设定了瀑布式教学的目标和策略后，选择并邀请人员和您一起工作。参与者应该包括您的全部直接下属，但是通过这些材料您可以决定是否需要其他人也加入进来。在介绍会上向您的团队介绍瀑布式教学流

4、程和在研讨会期间将用到的工具。您和您的团队要仔细地检查并改进选择的流程，并在后续研讨会中分享工作成果，给予并接收相关反馈。许多人将承担像您这样的领导角色，在您的公司传承下去，去教授从而使更多的人达成一致。 32015 Action Learning AssociatesOverviewIn order for your effort to be successful, you need to plan carefully. Getting organized, while notalways fun, will make your workshop and project run more s

5、moothly.The flow of activities for the Cascade process is outlined below. It began with the ShanghaiWorkshop in May, which you have recently completed. This workshop gave you the background and conceptual framework that you will use to lead and teach people in your organization. Throughout this book

6、let and other materials you will see references to “Leaders Developing Leaders” or “LDL”. The intent of this Cascade process is for you to be the Leader/Teacher who shares the strategic ideas and CP values that you heard the Chairman and your business leader discuss during the Shanghai workshop. You

7、 are also expected to utilize new skills to teach these messages and, more important, align them locally so that your teams work and daily behaviors help to achieve our overall vision. Throughout this process you are expected to emotionally energize and coach them so that they are motivated to becom

8、e better leaders. To demonstrate your success as a leader and teacher, the Chairman asked you to take on a 100-day project with your team to deliver significant, measurable results to the organization. .The booklets and other materials given to you in the Leader/Teacher Kit provide guidance to leady

9、our team through each step of the Cascade process. After setting your objectives and strategies for this process, you will select and invite people to work with you. The participants should include all of your direct reports but, using these materials, you will determine if you should involve other

10、people. An orientation session will introduce your team to the Cascade process and the tools they will use during your workshop. You and your team will carefully examine and improve upon the process you have selected. At the Follow-up Workshop, you will share the outcomes of your work, and give and

11、receive feedback. Many individuals will assume a leadership role like yours to teach and align hundreds of people throughout your company. 42015 Action Learning Associates培养流程开始之前领导者和教师后续专题研讨专题研讨设置目标和策略选择项目参与者继续流程领导者培养领导者 LDL继续下一领导力流程循环团队后续工作事前会议和准备工作领导者培养领导者研讨会项目开始请确认教学包中有以下内容：材料- 研讨会和介绍会用的各种资料-幻灯片

12、-参与者指南须由您的参与者完成-介绍会时需要用到的领导者培养领导者（LDL）项目周期准备和介绍手册准备带领团队完成整个流程（本手册） 研讨会手册为了举办研讨会，您应该知道的所有信息 团队建设手册 如何讲授GRPI 以及引导团队建设活动流程图手册 在介绍会与研讨会上介绍这个工具追踪手册 在研讨会结束之后如何监控项目进展工具手册 在您日常工作中能用到的各种各样的工具流程图工作手册 分析现状并改进流程如果有任何缺失，或需要额外的资料，请联系：52015 Action Learning Associates姓名电话邮箱移动电话Please confirm the following contents

13、of your Leader/Teacher kit.Materials various materials for use during the Workshop and Orientation sessions.-Presentation slidesParticipant Guide to be produced for each of your participantsLeaders Developing Leaders (LDL) Cycle for use in your Orientation sessionPreparation and Orientation Booklet

14、getting ready to lead your team throughprocess (this booklet)Workshop all you need to know to run your workshopTeam Building Booklet how to teach GRPI and facilitate activitiesProcess Mapping how to teach during orientation meeting and the workshop Follow-Up booklet how to monitor progress after the

15、 workshopTools booklet various tools that you can use in your work every dayProcess Map Workbook analyze the current state and improve a work processIf there is anything missing, or you need additional process map workbooks, please contact:62015 Action Learning AssociatesNameExtensionE-MailMobile 设定

16、目标和策略72015 Action Learning Associates 通过参与这项流程，您不仅是在运作一场研讨会，更是带领一次文化变革的过程， 而研讨会是变革的多种工具之一。 在上页，领导者培养领导者（LDL）被描述成一个周期。在您领导团队通过最初的环节后，期望您采用新的经营理念。这些理念付诸于每天日常实践，这将会使您的业务获得更大成功。 引领这个变革过程为您带来了获得新技能、学习新工具的良机；也是让您的团队参与到真实的项目中并为事业贡献价值，同时可以让团队得到提升、改变工作方式。在未来几年您将把团队带领到哪种程度？例如：如何更好地在各个层级上授权？如何改进我们领导者培养领导者的周期时间

17、？如何来显著地改善我们的成本结构？ 本节为计划这个流程提供了一些需要考虑的问题和指南。随着瀑布式教学开展， 您将经常需要回到本节中，因为过程中得到的经验和启示会使最初制定的策略效果加强或者改变。 第一步: 设定目标在下面横线处写下您的长期和短期的团队目标，首先思考在未来23年要达到的能力、心态和态度，然后考虑通过本次瀑布式教学首先要达到的是什么？82015 Action Learning Associates我对变革的短期（1年）目标是：(例如: 固定成本减少 50%，对顾客的反馈速度提高50%等)1. 2. 3. 我对文化变革和团队发展的长期（2-3年）目标是：（例如:打造高绩效团队， 以”

18、兑现客户承诺”为中心来开展一切工作）1. 2. 3. Setting Objectives/StrategyBy participating in this effort, you are doing more than running a workshop. You are leading acultural change process that includes workshops as one of a variety of change tools.On the previous page, LDL was depicted as a cycle because, after lea

19、ding your team through thisinitial process, you are expected to adopt a new way of doing business. The principles will be applied daily and will push your business to new levels of success.Leading this process is your opportunity to gain the skills and learn the tools that will enable you todo thing

20、s in this new way. For these reasons, it is very important for you to carefully think about your strategy and approach. Where will you take your team over the next several years? For example: How can I better empower people at all levels of my unit? How can we improve cycle time? What can we do to d

21、ramatically improve our cost structure?This section provides a set of issues and guidelines to consider while planning the process. You willneed to come back to this section often as you go through the Cascade process because your initial strategy will be reinforced or changed based on your experien

22、ce and revelations during the process.Step 1: Set ObjectivesOn the lines below, describe your long- and short-term objectives for your team. Consider first thecapabilities, mindset and attitude you would like to deliver over the next 2-3 years, then think about what you will achieve through this Cas

23、cade process as a starting point.92015 Action Learning AssociatesMy short-term (one year) objectives for this process are: (e.g., reduce fixed costs by 50%, reduce customer response time by 50%, etc.)1. 2. 3. My long-term (2-3 years) objectives for cultural change and team development are: (e.g., or

24、ganize all work around meeting customer commitments with high performing teams.)1. 2. 3. 第二步:制定策略. 设定目标后，在下面填写为达到长期目标您将采取的步骤。即将进行的研讨会也应该被作为长期策略中的一项。 在做领导者培养领导者（LDL）计划时，您可能会考虑采取的步骤。在填写以下内容之前，请认真研读瀑布式教学的说明资料。下表的目的是帮助您思考如何为实现目标而付出努力。 列出主要步骤将采取什么行动?102015 Action Learning Associates1.2.3.4.5.6.7.Step 2:

25、Set StrategyAfter setting your objectives, use the spaces below to think about the steps you will take to achieveyour long-term objectives. Your upcoming workshop should be thought of as one piece of a longer term strategy.As you plan your LDL efforts, you may have thoughts on the steps you will tak

26、e. You may also opt toimmerse yourself in the materials describing this process before you feel comfortable filling this out. It is intended solely to assist you in thinking out your goals and how to reach them.List Major StepsWhat Actions Will I Take?112015 Action Learning Associates1.2.3.4.5.6.7.第

27、二步:制定策略 (继上页)何时行动行动产生的预期影响122015 Action Learning AssociatesStep 2: Set Strategy (continued)When the Actions Will OccurExpected Impact of Actions132015 Action Learning Associates计划“领导者培养领导者”项目周期领导者培养领导者（LDL） 将有助于集团达成愿景和策略。这是一种强大的变革推动力，因为您和您的同事将加快在第一次领导者培养领导者（LDL）研讨会上制定的那些具体的优先工作。这些具体的变化将引起巨大的文化变革。即将举

28、行的研讨会就是您所在团队做出变革的第一步，制定计划将确保变革能成功,并有助于整个领导者培养领导者（LDL）的付出获得成功。下图是计划、实施和继续领导者培养领导者（LDL）的步骤。您刚完成了领导者/教师的研讨会， 现在开始设定目标和为介绍会及研讨会制定计划。认真仔细地选择参与者可以帮助改进您所选择 的流程。参与者在介绍会上将了解领导者培养领导者（LDL）的流程，工作开始前布置的作业可以 帮助他们更好地为这个研讨会做好准备。研讨会本身也是将您的整个团队置身于想要实现的变革 的一个过程。您只能花很短的时间在这个项目上，然后追踪您的团队，并准备后续的研讨会，之 后您的团队将探索如何在公司继续进行领导者

29、培养领导者（LDL）流程。计划完成研讨会的时间不能晚于2015年6月30日。第一步: 完成时间表根据领导者培养领导者（LDL）的周期列出了时间轴，为每项工作的完成时间设定时间期限并填写到下方的时间轴上。请注意虽然团队后续追踪研讨会(倒数第二项)时间还未确认，但是请在11 月初进行。培养流程开始之前后续专题研讨领导和教师专题研讨设置目标和战略选择项目参与者继续流程领导者培养领导者继续下一领导力流程循环团队后续工作事前会议和准备工作领导者培养领导者研讨会项目开始设定目标（日期）选择项目参与者（日期）介绍会议和准备工作（日期）“领导者培养领导者”研讨会（日期）实施项目（日期）团队后续追踪（日期）继续

30、项目（日期）142015 Action Learning AssociatesPlanning Your LDL CycleLDL will help your company achieve its vision and strategic imperatives. It is a powerful force forchange because you and your colleagues will accelerate specific priorities - as defined by you at the initial LDL workshop. These specific

31、changes will lead to the larger cultural transformation. Your Workshop is the first step in making a change in your unit. Planning will ensure that this change is successful, and that it contributes to the overall LDL effort.The steps to planning, conducting, and continuing your LDL effort are outli

32、ned in the diagram below.You have just completed the Leader/Teacher Workshop. Now begin to set objectives and finalize plans for your Orientation Session and Workshop. Carefully select participants to help improve the process you have selected. An orientation meeting will introduce these participant

33、s to the LDL process, and pre-work assignments will prepare them for your Workshop. The workshop itself will involve your entire team in launching the changes you have identified. You have a short time to work on this project, follow-up with your entire team, and prepare for the Follow-up Workshop.

34、After the Follow-up, your team will explore how to continue the LDL process at your company.Your plan should be based on completing your workshop not later than June 30, 2015.Step 1: Complete the TimelineA timeline has been created from the LDL Cycle. Set dates for completing your work, then fill in

35、 thetimeline. Please note that although the timing for the Follow-Up Workshop (second to last step) has not been confirmed, it is expected to occur in early November.152015 Action Learning Associates第二步: “谁/做什么/什么时间”计划表审查所有材料后，填写这张图表可以帮助您阐明如何实际地完成每一步。162015 Action Learning Associates项目负责人时间设定目标/策略 (

36、见 7 页)选择参与者(见 21 页)介绍会 (见27页) 设定议程 准备会议材料 布置项目启动前的作业- 阅读材料- 流程图制作研讨会 设备/后勤(见17页) 预定会议地点 团队建设资料，如果您的团队人多，还需要额外的支持者 准备资料/手册 邀请高层领导追踪您的团队 阶段性成果审查 为后续研讨会准备成果评估后续研讨会 完成成果评估继续领导者培养领导者（LDL）进程您本人持续性的Step 2: Who/What/When Planning ChartAfter you review all materials, filling out this chart helps you articula

37、te how each step will actually beaccomplished.172015 Action Learning AssociatesITEMS (WHAT)BY WHOMBY WHENSet Objectives/Strategy (see pages 8)Select Participants (see page 22)Orientation Meeting (see page 28) Set Agenda Prepare Materials Assign Pre-Work- Readings- Process MappingThe Workshop Facilit

38、y/Logistics (see page 18) Reserve meeting space Team Building materials and additional facilitator if your group is too large Prepare Materials/handouts Invite Senior LeaderFollow Up with Your Team Review Progress Prepare Results Assessment for Follow-up WorkshopFollow-up Workshop Completed Results

39、AssessmentContinue the LDL ProcessYouOngoing第三步: 设备/后勤适合的会议设备和后勤保障是研讨会成功的关键， 所以在会议前尽早准备好这些细节十分重要。理想的情况下，在远离办公室的地方举行研讨会，能使参加者更有效、专注于领导者培养领导者（LDL）。 预定价位中等的会议地点 (如有可能免费最好)， 确保熟悉整个后勤保障安排，并邀请高层领导出席第二天的会议。如果团队超过10人 或您一人照应不过来，为团队建设多安排一个支持的同事。如有人从其他城市来，您 需要提前预定住宿的宾馆。下面是您需要准备事项的确认：182015 Action Learning Asso

40、ciates设备及后勤保障确认会议室 合适的照明/温度 空间大小（每个桌子安排的座位数量确保舒适 最好是圆桌以便更好互动） 墙面空间足够用来粘贴白板纸 舒适的座椅 适用于任何视听设备的电源插座 隔音墙 “团队建设”游戏的活动空间设备 投影仪/计算机，以及投放幻灯片的屏幕 视频播放功能 (DVD播放机或与音频连接的电脑) 白板纸与白板架 复印机其它物料 餐饮菜单需预先配合议程确定好 零食与饮品 白纸 钢笔/铅笔 胸牌/桌签（如果参会者彼此不认识） 胶带 马克笔 便利贴 会议材料/手册 团队建设材料Step 3: Facilities/LogisticsAppropriate facilities

41、 and logistics are key to a successful workshop, therefore it is important to lineup these details as soon as possible. Ideally, the workshop would be held off-site so that participants are away from the office and able to focus more effectively on LDL. Reserve space at a moderately-priced site (fre

42、e, if possible), ensure that you are familiar with the logistics arrangements, schedule your Senior Leader for day 2, and schedule a Tracking Support Team colleague for assistance to facilitate your team building (if you have more than 10 people or are uncomfortable facilitating yourself). If you ha

43、ve people coming from outside your city, you will need to arrange hotel for them to stay.A checklist of things you should look for in a site is provided below.192015 Action Learning AssociatesCHECKLIST FOR FACILITY/LOGISTICS MEETING ROOM Adequate lighting / temperature controls Size (seats number of

44、 participants comfortably at various tablesround tables are preferable to encourage interaction) Wall space for posting flipcharts Comfortable chairs Electrical outlets for any audiovisual equipment Soundproof walls Team building activity spaceEQUIPMENT Projector, computer, and screen for presentati

45、on slides Video capability (DVD player or computer with audio connection) Flipcharts/easels Duplicating capabilitySUPPLIES/GENERAL Meals fit in agenda with predetermined menus Snacks/beverages Paper Pens/pencils Name tags/tents (if your participants dont know each other) Tape Magic markers Post-it-n

46、otes Materials/handouts for your session Team building materials第四步：邀请高级领导参与对话研讨会的第二天（如有社区服务活动）邀请高层领导参与团队的互动。如果高层领导不能出席，邀请另一位高层领导出席，并确保他在出席研讨会之前知道会议内容以及他所处的角色。第五步：团队建设团队建设在研讨会的第一天就开始了。根据团队建设手册仔细检查会议室的空间和所需的材料，这可确保万无一失。上海研讨会您参加了3项活动：盲人五边形、摸数字和迷宫，同样可以在您的团队中开展这些活动。另外，如果您所在的团队人数超过10人，请将他们至少拆分成2个小组（最理想的活

47、动团队人是6人）。如果需要协助，找您的团队中培训过的人员作为支持人员，请直接联系他。202015 Action Learning AssociatesStep 4: Invite Senior Leader for DialogueThere is time on the 2nd day of your workshop for your Senior Leader to come and interact withyour group. Invite your Senior Leader or direct manager to attend. If this person(s) is un

48、available you may contact another Senior Leader to participate. Ensure that the person understands his/her role and has context of your workshop before attending.Step 5: Set Up Team BuildingTeam Building occurs on day 1 of the workshop that you will teach. Carefully review the space andmaterial need

49、s in the Team Building Booklet to ensure that you are ready. During the Shanghai workshop you participated in the 3 activities: Blind Polygon, Keypunch and Corporate Maze. You will facilitate these same activities for your group.If your group is larger than 10 people, you will need break your worksh

50、op participants into smallerteams and run team building for 2 or more groups (6 people per team is ideal for the team building activities you experienced). If you need facilitation assistance, the Tracking Support Team membersfrom your organization have been trained to assist you.help.Please contact

51、 someone directly to request212015 Action Learning Associates选择参与者这部分为您提供了挑选参与者的指南。研讨会参与人数最多30人，根据完成项目所需要的人数来确定最终人数。应考虑有哪些团队、内部客户和供货商和这项活动的相关利益者，可以从这些人中选择合适的参与者。第一个研讨会至少应包含所有直接下属，并在2015年6月30日前举办研讨会。您所选择的需要分析和改善的流程决定了挑选什么样的参与者，而这些人也应该是可以影响这个流程，同时会被这个流程所影响的。无论这次或将来的研讨会都请牢记以下问题：每一名团队成员都应当是团队项目工作必不可少的，选

52、择成员时应基于这样的理 念。在一些案例中，您可能会与人数较多的团队一起工作，例如，12到20人。在这个 案例中，您可以把全部的目标执行过程分为若干个子任务，并据此把团队分为若干组。您也可通过增加项目的方式来限制项目团队的人数。下页内容将帮您理清思路。填表回答下列必要信息。222015 Action Learning Associates什么样的子流程或任务将有助于我们正在进行的更大的项目？ 谁对团队是有帮助的？或谁能作为执行每一个过程或任务的代表？我期望每一个人有什么样投入或贡献？执行这个过程的人都有谁? 这个过程的关键客户有哪些？ 谁对这个过程的改变感兴趣？ 谁对这个过程有持续兴趣？Selecting ParticipantsThis section provides guidelines for selecting the participants for your change effort. The maximumnumber of people who should be in a workshop is 30. The final number you choose for your workshop sho