3. Agenda
程议
• Difference between dealing with
machines and dealing with people
跟 打交道与跟人打交道的区设备 别
• Delegating Tasks vs Managing
Responsibilities
授权差事 vs. 落实职责
• Managing conflicts and ambiguity
如何 理冲突及模糊信息处
3
5. Case 1
情景 1
• You are having frequent requests
to borrow your expertise and
resources by other departments to
complete their projects. This has
caused some disruption to your
work and is bothering you. What
would you do?
• 你 常受到其他部 跟你借用你的经 门 专
及 源。 免会 你的工作造成长 资 这难 对
干 ，并且 你 得不适。你会怎么扰 让 觉
做？
5
6. What is the key difference
between dealing with machines
and dealing with people?
跟机器 打交道，与跟人打交道设备
有 些区哪 别 ?
6
13. Style-Switching 行 格切为风 换
• Describe - what you see is going on
形容 —— 你 察到什么了？观
• Analyze -what may be going on
分析 —— 你 得可能 生了什么事？觉 发
• Evaluate - what you feel is going on, and what should be
your next steps
估 —— 你 如何判断 生了什么了，冰盖采取什么措施？评 该 发
13
13
14. Exercise: Style-Switching Scenario
Analysis ：行 格切 情景分析练习 为风 换
• Instructions: 指示：
• In a small group, review the scenario assigned to
your group. Please identify the following:
在一个小组中，回顾分配给你的小组的情景。请
确定以下信息：
• How the individual would approach the situation
based on his/her behavioural style. What is the
likely effect of doing so in this way?
个人将如何基于其行为导向来处理这种情况？以
这种方式这样做可能会产生什么结果？
• How the individual may want to change his/her
approach to improve the outcome
个人可能需要如何改变其方法才能改善该结果14
14
15. Case 2
情景 2
• You are now attached to the business
development department to assist with
the commercialisation of new products.
Every time you make a technical
presentation to customers, your team
leader tends to interrupt and cut short
your presentation. Why does he do
that? How can you help improve the
situation?
• 你目前被委派到市 部 助新品市 化。场 协 场
而每当你在 客 做技 演示的 候，你给 户 术 时
是介入并且将你的演示 短。他们队长总 砍
何 么做？你又 如何改善 局面？为 这 该 这种
15
16. Agenda
程议
• Difference between dealing with
machines and dealing with people
跟 打交道与跟人打交道的区设备 别
• Delegating Tasks vs Managing
Responsibilities
授权差事 vs. 落实职责
16
17. Case 3
情景 3
• You had delegated some work to a
co-worker. Whenever you asked
him if he understood, he said yes.
However, the work is almost
always done wrongly. What would
you do?
• 你 常授权 你一位同事完成某些工经 给
作。你每每 他手否明白你的要求，问
他都 “是”，但做出来却是差强人意。说
你会怎么做？
17
19. Improving delegation practices
using the Belbin®® Work Role model
• The mix of tasks and responsibilities
undertaken by an individual or within a team
What is Work Role?
19
21. Empowering the Right People with the Right Kind of
Work
BLUE denotes
work that has to
be undertaken
in a prescribed
way
YELLOW is
used to define
individual
responsibility
for achieving an
objective
GREEN is used
to denote work
that involves
responding to
the needs of
others
ORANGE is the
colour used to
indicate team
responsibility
for achieving an
objective
Tasks Responsibilities
Individual
Interactive
21
25. Quiz 提问
In most of your cross-department/
cross-regional collaboration, do you
deal more with Tasks or
Responsibilities?
在你大部分的跨部 合作中，你涉及门
的时差事 多， 是较 还 职责多一些？
25
26. Case 4
情景 4
• You are falling behind your production
schedules
你的 量目前不产 达标
• You have asked your line leaders to find out
what are the causes, and implement
rectifications
你 你的生 来找 根源，并且 施相让 产组长 寻问题 实
措施应
• What kind of work role are you delegating to
the line leader?
你在授权怎 的工作 生样 给 产组长 ?
• How would you monitor the work progress?
你 如何 督工作 展？该 监 进
2626
27. Case 5
情景 5
• You are in the process to develop a new product
你目前需要研 新 品发 产
• The feedback and results from previous new product
launches have not been good, and you need a good
result this time
去几个新品的反 和 都不理想，因此你 在需要过 馈 业绩 现 获
得更好的业绩
• You are assembling a cross-functional team to make
sure you succeed this time
你即将整合一支跨部 以 保你 次能 成功门团队 确 这 够
• What kind of work role are you delegating to the your
team?
你在授权怎 的工作 支样 给这 团队 ?
• How would you monitor work progress?
你 如何 督工作 度？该 监 进
27
28. Agenda
程议
• Difference between dealing with
machines and dealing with people
跟 打交道与跟人打交道的区设备 别
• Delegating Tasks vs Managing
Responsibilities
授权差事 vs. 落实职责
• Managing conflicts and ambiguity
如何 理冲突及模糊信息处
29
29. What is a Team?
什 是 ？么 团队
And how is a Team different from
a Work Group?
而 与工作小 有什么区 ？团队 组 别
30
30. No One is Perfect, But a Team Can
Be
没有十全的个人，只有完美的团队
31
Source: Dr. Meredith Belbin
32. Why Some Teams Succeed While
Others Fail?
何有些 能成功，而其他的为 团队
失则 败呢 ?
33
33. Why Some Teams Succeed While Others Fail?
何有些 能成功，而其他的 失为 团队 则 败呢 ?
• Teams being too homogenous
于 一团队过 单
• Team members unable to leverge the strengths of
one another
之 无法互队员 间 补
• Team members getting bogged down by each
other's weaknesses 度 注于揭 方的短队员们过 专 对 处
• Team members not having the right profile to do
the right job
的工作 位、性 与自己的 角色不匹配队员们 岗 质 团队
• Other reasons... ...? 其他原因 ... ...?
34
34. The 5 Dysfunctions of a Team
作的团队协 5 大障碍
• Absence of trust 毫无互信
– unwilling to be vulnerable within the team
不愿与 之 透露自己的弱点队员 间
• Fear of conflict 惧怕冲突
– seeking artificial harmony over constructive passionate
debate 常“被和 ”而不 不同 点经 谐 积极讨论 观
• Lack of commitment 缺乏承诺
– feigning buy-in for group decisions creates ambiguity
throughout the organization 奉 、模棱 可阴 阳违 两
• Avoidance of accountability 逃避 任责
– ducking the responsibility to call peers on
counterproductive behavior which sets low standards
当 的行 不 ，没有及 提醒队员 为 达标时 时 队员
• Inattention to results 忽 果视团队结
– focusing on personal success, status and ego before
team success 度在乎私利，而忽略 目过 团队 标
35
Source: The Table Group
36. How is a Leader Different from a
Manager?
与 理有 些主要的区 ？领导 经 哪 别
37
37. 38
Case 6:
案例 6 ：
• You have an urgent assignment that
you need to share resources with other
departments to complete. As the other
department also has a tight deadline,
they are unwilling to share resources
with you. What would you do?
• 你有一 急任 ，需要其他部 的合作项紧 务 门
才可完成。由于那个部 也有他 自己的门 们
急 目，因此不是特 想跟你分享 源。紧 项 别 资
你会怎么做？
38. 39
Using the Seven Dimensional Thinking in
Resolving Conflicts
用 7 度思 解决争端维 维
1. Establish a common objective or goal
立共同目设 标
2. Present the facts
呈 事现 实
3. Look for the positives
看到 方的 点对 优
4. Address mutual concerns
致力于共同 心的关 问题
5. Seek innovative, win-win solutions
找出 新的、双 的解决方法创 赢
6. Empathise each other’s feelings
理解彼此的感受
7. Mapping the next steps
下一步筹划
39. 40
Establish a common objective or
goal
立共同目设 标
• Defines common purposes and
objectives 定共同目拟 标
• Seek for common ground
找 共寻 识
• Sets the agenda 定 程拟 议
40. 41
Present the facts
呈 事现 实
• Information we know 已知信息
• Information we would like to know
or missing 未知并想知的信息
41. 42
Look for the benefits
看到 方的 点对 优
• Give recoginition when it's due
于 方肯定给 对
• Show gratitude 表示感激
• Look to the future 展望未来
42. 43
Address mutual concerns
致力于共同 心的关 问题
• Raise and address negative
consequences, potential risks and
downsides
提出 面后果、潜在 以及缺点负 风险
• Seek to resolve problems, rather
than to just state the problems
保持 向解决 的心 ，而非积极 问题 态
提出仅仅 问题
43. 44
Seek innovative, win-win solutions
找出 新的、双 的解决方法创 赢
• Seeks alternatives and possibilities
探索不同的可能性
• Can be creative 可以是富有 意的创
• Be bold 可以大胆尝试
44. 45
Empathise each other’s feelings
理解彼此的感受
• Permission to express feelings
允 表 感受许 达
• Represents feelings right now
提出你目前的感受
• Keep it short 短简
• A key ingredient to moving
forward
做下一步推行的重要元素
45. 46
Mapping the next steps
下一步筹划
• Summarizes and concludes
作总结
• Deciding the next steps
定下一步拟
• Ensures that the commitments are
observed 保双方遵守承确 诺
46. 47
Case 7:
案例 7 ：
• Your boss gives you an assignment
which you don’t have the required skills
and resources to complete. What will
you do?
• 你老板 你一 任 ，而你 得自给 项 务 觉
己 没足 的能力、技能以及所需还 够
源来完成。你会怎么做？资
Refer to the COG – Pages 109-125 It is not possible to style-switch along all continua. There may be continua that are more resistant or harder to change than others.
Style switching is not a permanent personality change. It is a role change. It is like being an actor. It is a temporary process (or long term if necessary) to bridge a cultural gap leading to more effective business results.
Discuss the concepts with examples. Emphasize that the individual maintains his/her integrity.
