Why Global Leaders Need Facilitation Skills John Dorris John has been a facilitator and a coach in Asia since 2001 and China since 2003. He comes from an academic background focused on cultural understanding and has been helping global leaders and global teams work effectively together. He incorporates facilitation techniques with cultural understanding to create tools that help to reach across cultural divides and get teams working effectively. In the past he has provided facilitation for companies across China and many different industries and functions. John has worked with teams and leaders from around the world and believes that the leaders of the future should be building facilitation skills now to meet the challenges of tomorrow.
为什么国际化的领导者需要会议辅导技巧 ?
Copyright © Sino Associates & John Dorris 2013-2023. All Rights Reserved.
I work with leaders from around the world as a coach,
我是一名领导力教练、培训师和辅导师。我有
trainer and facilitator. I have had the pleasure of working
机会跟来自全球各地的领导者一起工作，当中包括
with both global leaders in China from different parts of
身处中国的外籍领导者，也包括那些在国内外与跨
the world as well as coaching top-level Chinese executives
国团队合作的中国领导者。针对这些年的工作经历，
who work with global teams here and abroad. Through the
我做了些概括和总结，以帮助这些领导者更迅速高
years I have made a few conclusions to help these leaders
效地适应和融入到他们的跨国团队中去。其中我最
adapt and integrate with their global teams quickly and
为强调的一点，就是所有的领导者，不管他们来自
effectively. The one I repeat most, regardless of a leader’s
哪个国家，都应在他们的领导力技能中，加入“会
nationality, is to add facilitation skills to their leadership
议辅导”这一技能。
tool kit.
Global leaders rarely face a work-flow like figure A, that
对于国际化的领导者来说，他们的工作一般不
kind of work flow generally doesn’t need a globalized team
是像图 A 那样的流程。这种工作流程一般来说不需
effort because it can be mapped out and executed without
要国际化的团队来完成，因为它能被具体筹划和执
deviation. Figure A’s work flow can be completely localized
行，并避免偏离方向。这种工作流程可完全在一个
and requires little or no facilitation:
地域内完成，因而这种工作团队也不太需要会议辅 导技能。
Global leaders find they do not face clear goals and that
国际化的领导常常发现他们所面临的目标其实
their work process is unlikely to be straight line. To be
并不是特别清晰，工作流程也不是直线型的。若想
successful they need access to both creativity and idea
成功，他们需要借助团队成员的创造力和探索想法
exploration from team members. Because goals are fuzzy
的能力。因为目标相对模糊、工作流程灵活程度也
and work processes moving lines for global leaders find
比较大，跨国领导会发现在自己国家惯用的沟通技
relying on communication skills that were most effective at
巧用在其他国家里并不能保证有效。
home are not guarantees for success globally.
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In their native cultural environment global leaders have
在他们本国的文化环境，那些国际化领导者的
a style and skill set that has taken them far enough to be
行为风格和技能模式足以使他们显得“国际化”。
considered “global.” They have likely mastered the ability
他们有可能已经充分掌握了如图 A 表示的工作流程，
to work with in the realm of figure A, ironically it is often
但颇为讽刺的是，正是因为过于依赖这些模式，反
reliance on this same skill set that actually hinders many
而阻碍了这些领导者顺利融入国际化团队。
leaders attempting integrate with global teams.
This problem might be better explained with a real world
或许，举一个实在的例子能更好地解释这个问
dialogue I had recently with the Marketing Director of a
题。下面是我和某全球 100 强企业的市场总监的一
Global 100 company attempting a turnaround in China.
段对话。这个企业期望在中国能打一场翻身仗 。
Me: Since you arrived to turn things around in China
我：您是来这里扭转中国市场局面的，你跟这
how would you describe meetings here with your
里的团队在开会时感觉怎么样？
team?
Director: Well people don’t talk very much and I
总监：大家都不怎么讲话，我基本上没法从下
rarely get creative input from my subordinates’
属的下属那里得到一些有创造力的想法和提议。
subordinates. My style is to ask a lot of questions but
我喜欢问很多问题，但大家都不怎么回答我的
I don’t get many answers. It’s frustrating since in our
问题。这种情况有时候让人很烦躁。如果能有
situation it would be better if we had more creative
更多有创意的好想法就好了。
ideas being generated.
Me: So what do you think will create a change to the
我：那你觉得该如何改变现状呢？怎么才能让
way things are going? How can you get people to be
大家在你问问题时有更多的参与呢？
more involved when you ask questions?
总监：现在我的办法是问更多的问题直到他们 习惯了我的这种方式。另外，我觉得还得调节
Director: Currently I am asking more questions until
自己的期望，也许我只能从我的直接下属那里
they begin to get used to my asking questions and
获得一些有创意的反馈吧。
I guess I have to adjust to only getting the creative feedback from my subordinates.
I’d like to say that this is the exception rather than the
我希望我可以说以上只是个例而非常态，但实
rule, but overwhelmingly I find leaders with limited global
际上，我发现很多缺乏领导跨国团队工作的领导者
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leadership experience do MORE of what worked for them
们，常常坚守适用于本国的工作方式，并期望跨国
at home in hopes of conditioning their team to their style.
团队能按照这些 方式来工作。他们不常做的 ( 至少
What they do less of (at least initially) is adapt a model that
一开始 )，是发展出一个在别国更适用的工作模式。
works more effectively globally. 跨国领导者还常常面临着科技层面的挑战。在 Global leaders are also facing a challenge from technology.
上面提到的那个事例中，事后我经过他办公室前的
In the case above as I later walked down the hallways of his
走廊时，发现了会议室中一个非常常见的景象：
office I saw a familiar sight in meeting rooms there:
Do you see what’s happening here? It’s happening around
你看到了么？这样的场景在全球各地时刻上演
the world right now. Teams are conditioning themselves to
着。团队们习惯性地限制着自身的创造力和探索精
limit creativity and exploration to hit a growing number of
神，企图实现越来越多的模糊目标。讽刺的是，本
fuzzy goals. Ironically the technology that is supposed to
来该促进交流的科技手段反而让交流变得不畅，稍
improve communication is making it worse, we’ll explore
后我们将揭晓原因……
how later on…
What the leader in the case above was hoping for was to
上面事例中的领导者希望的是能进行一场有意
have a meaningful dialogue that generated more ideas. He
义的对话，从而产生更多的想法。可他至少碰上两
ran into at least two barriers the first was the limitation of
个钉子——第一是他本身技能的局限性，第二是他
this own tool kit and the second was a team conditioned
们的团队已经适应了仅仅通过 PPT 和 Excel 表格进
to communicating through power point and excel charts.
行交流。这两种情况限制了进行高效团队交流的三
These two conditions limit three styles of thinking
种必要的思考模式：
necessary for good group communication:
1. Divergent thinking – Your team can add scope
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1. 发散型思考 — 你的团队可通过列举各种点
to their discussion by bringing out a range of
子来拓宽讨论的广度。一些常见的技巧包括思
ideas. Standard techniques include mind-mapping,
维导图，头脑风暴等，这些都能激发更多的想法。
brainstorming etc. to get more ideas out.
2. Emergent thinking – Add depth to an idea with
2. 集成型思考 — 通过集成型思考来增加想法
emergent thinking, provide greater analysis and
的深度。提供更深入的分析和考虑来确保这些
consideration to make sure ideas have been given full
点子是经过深思的。
consideration.
3. Convergent thinking – Execution matters. How
3. 聚合型思考 — 执行是关键。聚合型思考的
to take a fully developed idea and put it into action
目标是想办法将一个成熟的想法付诸于实践。
is the goal for convergent thinking. Good convergent
好的聚合型思考过程可以带来团队成员对想法
thinking processes ensure higher buy-in levels from
和执行更高的认同感 。
everyone involved.
“Great,” you may be thinking, “I can summarize this by
“太好了”，你或许会这么想，“如果总结一
asking questions like ‘do you have any ideas?’ at the start
下这些内容，无非就是在会议开始问一些类似‘你
of a meeting or ‘would anyone like to add anything?’
有什么想法吗？’在会议中或最后问‘有没有谁想
at the mid or end point.” In a sense you would be right.
要补充？’这样的问题，然后做出总结。”从某种
Global leaders have undoubtedly noticed those kinds of
意义上来讲，你也许是对的。但跨国领导者无疑早
questions generate a different kind of quantity of response
已发现，在不同的地方，这样的提问有时能得到很
in different locations and rarely provide the quality they
多回答，有时则可能无人出声，而且答案的质量难
are hoping for when they starting asking questions.
以保证。
Divergent Thinking
发散型思考
Think back to meetings like from our earlier photo, we
回想一下我们刚才提到的照片中展示的会议，
run into a certain kind of problem when we let a projector
我们用投影仪和 PPT 指导会议时一般都会遇到一类
and power point guide our meetings. Meetings guided by
常见的问题。有 PPT 的会议常常被认为是有充分准
power point feel prepared, because they are, and they
备的，确实也如此，它们还会产生一种“正确答案
create a feeling that there is a “right answer.” This makes
就在那里”的感觉。这个时候让与会者提想法和建
asking for ideas and suggestions less powerful because
议会没那么有效，虽然每个与会者还是会有不同的
your audience’s reactions may run a full range of emotions,
感受，但你可能会在用幻灯片的时候见到更多的低
some of those feelings will include resignation, anger,
参与度、生气、无趣以及对你下页展示内容的“礼
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boredom, or polite expectation of the answer you have on
貌性的期待”。
the next slide.
Other than turn off your projector what can you do about it? Well here are a few simple suggestions:
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除了关掉你的投影仪之外，还能做点什么呢？ 以下是几点简单的建议：
Suggestion 1: Replace your power point with post-its.
建议 1：把 PPT 换成便利贴
During a recent leadership team facilitation in Beijing to
近期我在北京给一个领导团队做辅导项目，他
identify the behaviors of a diverse yet inclusive leadership
们的目标是找出这个领导团队中体现出“多元并包
team, the group of global leaders wanted to have a group
容”的领导力行为。他们希望能通过大家的讨论得
decision rather than a decision passed by HR or one top
出这些结果，而不是由某个 HR 或某个更高级经理来
manager. We could have opened the session by asking an
向下传递这些信息。当然了，也许我们可以在会议
open question like, “What are the behaviors of an effective
开始时问一个开放式的问题：“形成一个高效的，
and diverse team?” We could have also had a slide with
多元化的团队需要什么样的行为？” 或者，我们也
the key answers we wanted to reinforce waiting to show
可以准备一些幻灯片，上面已经写好了重点答案，
them. Instead we turned off the power point and gave
就等着去展示给大家看了。但实际上，我们选择的
each person his or her own post-it note pad.
是关掉投影仪，给每位与会者发了一本便利贴。
We then asked them to identify the behaviors of an
然后让他们思考什么是高效团队，把想到的特
effective team by writing at least three qualities on their
质写在便利贴上。再以 5 人为一个小组一起画出一
post-its and drawing a picture as a team of five with their
幅图，展示他们小组讨论出来的结果。在小组间互
results. After sharing pictures we asked them to add any
相分享这些图画和想法之后，我请大家再继续补充
specific behaviors or qualities these teams might also show
那些能体现“多元包容”的更具体的行为特质，并
if they were “diverse and inclusive” while staying effective.
确保这些特质同时也能保持团队的高效原则。突然
We suddenly had a lot of answers to begin to work with
间，大家发现手头上有了很多答案，其数量远比那
and many more than if we had prepared “best answers.”
种由我们提供“最佳办法”的方法要多许多。
Suggestion 2: 1-2-Many
建议 2: 1 人 -2 人 - 多人
Do you ever find that one or two voices dominate your
你是不是觉得团队在头脑风暴的时候，总会被
brainstorming? One simple technique you can combine
一两个人的声音主宰？一个简单利用起便利贴就能
with your post-it notes is 1-2-Many. A simple technique is
改善这个问题的小技巧便是“1 人 -2 人 - 多人”法。
to give everyone a chance to come out with his or her own
首先让每个人在便利贴上写出自己的想法，然后再
ideas. Then pair him or her up with a partner and have
把两个人分为一组，看看他们在交流后能否还能产
them see if they can add any ideas after sharing with each
生新的想法。接下来，将这些 2 人组放进更大的组
other. Then move the pairs together into a larger group
里面，形成“多人组”，看看是否又能产生出更多
to combine their ideas and see if new ideas come up. This
的想法。这样做能产生很多效果，一个是你能有大
creates a few results; not the least of which is that you
量的想法，供你们进行集成型思考深挖时所用；另
have a lot of ideas that you can explore with emergent
一个常被忽视的作用是能鼓励每个人提意见，从而
thinking, the other often over looked result is creating an
避免错过那些较安静的队员的好点子。
advocate for individual ideas makes it less likely to overlook some of your quieter team member’s ideas.
Suggestion 3: Moving Bodies Moving Minds
Finally get people out of their seats. Staring at power points creates complacency and sitting in chairs adds to the temptation to stare at smart phones and laptops. After their initial brainstorm have them stand up and talk
建议 3：调动身体到调动思维
with their partner and then come together as a group in
最后，让大家离开座位。盯着 PPT 会让人感觉
different locations in the room. Global leaders who want
自满，坐在椅子上则会强化看智能手机或者笔记本
to engage with team members despite their rank may find
电脑的诱惑。在他们第一轮头脑风暴后，让大家站
this is a useful technique to meet team members who
起来，和其他人交谈，接下来在房间的不同位置设
might otherwise be geographically located at the far end
几个小组。许多国际化的领导者希望能更融入他们
of offices or meeting rooms. Consider also mixing team
的团队，希望能打破大家那种阶级思维，在开会时
members into different discussion groups to get a cross
能与会议室尽头的那些成员交流，这个办法一般都
pollination of ideas that may be missing otherwise.
能很奏效。除了刚才列出的做法外，你们还可以考 虑在过程中把小组成员再混搭成不同讨论组让他们
At the end of your Divergent Thinking Process you should see all those ideas you have been looking for and possibly more.
交叉刺激想法。 在发散型思考过程结束后，你应该能找到你想 要的想法了，甚至可能更多。
Emergent Thinking
集成型思考
If divergent thinking seeks to get all of the ideas out so you
如果说发散思维是找出尽可能多的想法来研究
can begin to examine a problem then emergent thinking is
问题，那么集成型思考就是一个深入探索那些最有
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your chance to fully explore the most interesting ideas you
意思的想法的机会。一些传统的集成型思考练习包
have come out with. Some traditional emergent thinking
括 SWOT 分析、优劣势列表和各种风险分析的工具。
practices include SWOT analysis, Pro’s and Con’s lists and
以下是一些针使用集成型思考的建议，这些办法能
numerous risk analysis tools. Below are a few suggestions
调动参与者的积极性，其中还可以用到类似“调动
that can help get everyone involved and invoke the
身体到调动思维”的一些原则。
unofficial rule of “Moving Bodies Moving Minds:”
1. Cluster your ideas to make them more manageable:
1. 合并想法让它们更便于管理 如果完成了发散型思考，你应该已经有很多想
If you have done a divergent thinking activity you likely
法了。想个办法把它们整理成几个关键的组别，以
have come up with a lot of ideas. You probably would be
便于后续操作。辅导培训师称这个步骤的专业术语
best served finding a way to cluster these into key groups.
为“亲和图法”。从字面意义上看便是将相似的想
Another word for this that facilitators use is “Affinity
法合并成为一个想法的合集。你可以通过几种方式
Mapping.” This can literally be thought of as group ideas
来操作，建议那些没怎么使用过会议辅导技能的团
together that are similar. You can do this a few ways but
队先从简单的方法做起。最简单的方法就是事先确
with groups new to facilitation start off easy. The simplest
定分组方法，或者基于对讨论结果的理解进行分组。
way is for you to create the groupings either in advance
时间充裕的话，由团队自己决定分组方法将更有意
or from your interpretation of the results. Given enough
义。回到前面举的“讨论多元高效团队”的例子，
time it may be more meaningful to have the groups make
一些分组（亲和图）的标题如下图所示。
their own affinity groupings. Going back to the example of diverse and effective teams a few of the affinity cluster fell under titles like:
2. Vote for Ideas That are Actionable/Interesting
2. 投票选出操作性强的 / 有意思的想法 并非所有的团队都是民主的，但是投票常常能
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Not all teams are democratic but a vote can often help
帮助大家决定要点，以产生更好的讨论。我们可以
focus ideas and allow for greater discussion. Two ways to
采取两种投票方式，利用彩色便签点或是彩色便签
vote can be using adhesive multicolor dots or adhesive
条。在通过讨论产生的想法上做出热度表——展现
strips. Your ideas will take on a heat index showing which
出哪些想法是最能引起共鸣的，或是哪些想法是最
ideas resonate the most or are viewed as the most feasible.
具可行性的。
When using dots I recommend picking three colors and
当利用便签点的时候，我推荐使用三种颜色，
giving them a point value, for example red dot = 3 points,
并赋予每个颜色一个分数，比如红色 =3 分，蓝色 =2
blue dot = 2 points, yellow dot = 1 point, then give each
分，黄色 =1 分，然后给参与者每种颜色一个点，请
participant 1 of each color and have them vote for the idea
他们为各自认为最好的想法投票并打分。作为“亲
that is most appealing. If you have ideas posted around the
和图法”的结果，房间内可能张贴了很多想法，这
room, possibly as a result from affinity mapping, you may
时可以请人来对每组想法进行深入讲解或是解释这
have someone introduce the ideas or appeal for votes. If
组想法应该获得投票的原因。如果你想要按两个或
you want to vote for two or more conditions, for example
以上标准投票，比如最可行的想法和最振奋人心的
most feasible and also most exciting, chose new colors or
想法，那么你可以选用新的颜色或者用不同的便利
use a different adhesive. Find some sample results below:
贴。以下是一些例子：
3. Dig Deep – Examine the key ideas for additional findings
3. 深度挖掘 — 检视额外发现的关键理念
As noted before there are many different analytical tools
正如之前提到的，当前有很多不同的分析工具
out there for teams to explore the best-fit ideas during an
能帮助团队在集成型思考过程中找出那些最好的想
emergent thinking phase. If you are interested in giving
法。如果你想尝试把“调动身体到调动思维”应用
the Moving Bodies Moving Minds equation a try for
到规模更大的小组，那你可以参考一下当前十分流
larger groups look into the recently popular World Café.
行的“世界咖啡馆”活动。这个活动可以让大家在
This activity gets teams moving around asking questions,
会场内到处去提问、写建议和总结想法。
writing suggestions, and finalizing ideas. 对于小一些的团队，我个人比较建议“圆桌换 For smaller groups I personally recommend a Revolver/
位讨论法”。这可以促使大家从两个或多个角度进
Turntable discussion. This activity gets teams exploring
行讨论。可以用以组织这种“圆桌换位讨论法”的
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ideas from two or more sides and also has many different
技巧非常多，大家可以不用担心一种技巧用多了会
techniques to keep it from being repetitive. There is no
让人感觉无聊。不过，不管怎么说，世界上还是没
one BEST technique to provide analysis but a good leader
有那种所谓的最佳的分析技巧，有的只是优秀的领
or facilitator will want to spend the time here to explore
导者或者辅导师，为了能让团队在进行聚合型思考
and get the most of their team’s analytical skills before
前更充分地思考，更充分地探索及利用整个团队的
beginning a convergent thinking process.
分析能力，而不怕多花一些时间。
Convergent Thinking
聚合型思考
Some leaders may already be pleased to see their teams
一些领导人可能觉得，只要能见到自己的团队
actively pulling out ideas and analyzing those ideas, while
成员可以提出各自的想法并分析想法就已经很高兴
other leaders might (rightfully) point out that all the
了。有些领导人可能会觉得，如果进行了这些走动、
discussion has little to no value without some concrete
贴标签和投票等讨论后要不能产生出具体的可操作
actions coming out of all this moving around and sticking
的行动步骤，那么这些讨论也没有什么太大的意义。
up post-its and voting. No one action planning process
当然，他们的想法也是很有道理的。要在讨论后产
is going to fit every situation so I have outlined a few
生行动计划，我有几个小建议，可以帮助你的团队
suggestions on helping your team choose when and how
选择何时行动，如何行动。不过，这里要注意的是，
to act.
这些产生行动计划的辅导方式并一定适用于所有的 情况下。
1. Create an X Y axis and reduce choices
During the diversity discussions we wanted to take the ideas that had been most popular and refine the decisions down to the ones likely to implement and that team
1. 建立一个 X、Y 轴，减少选项
members had the most control over. We knew that some actions had to take root immediately and that some would
继续说我们关于多元化的讨论辅导项目。我们
need a little bit more time and that all of them needed to
将大家讨论出来的，最受欢迎的想法挑了出来，然
come out of the team and not from leadership forcing the
后找出相应的、能由团队成员操作的举措。我们知
implementation. They picked over the highest vote getting
道一些行动需要尽快展开，一些则需要长点的时间；
ideas and on the XY axis (Cartesian Plane) arranged them
同时它们必须都是来自于团队成员自愿而非来自上
according to complexity to execute and time needed to
层领导的压力下才能完成的。他们选取了投票分数
create a change in behavior. They had a quick pick on how
最高的，并在 XY 轴（笛卡尔平面）上根据执行的难
to start making change happen.
易程度、在行为上产生变化的时间进行排列。然后 让他们迅速地挑选出如何开展这一系列的改变。
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2. Figure out Who, How, and When
2. 找出谁、方法和时间
Getting the specifics of action plans can be a challenge at
有时候，提出具体细化的行动计划可能有点难。
times. This simple activity should get teams thinking about
刚才列出的简单办法应该能帮助团队思考细节。这
specifics. Be sure to encourage specifics as the facilitator,
个时候辅导师要鼓励团队去提出具体的想法，不要
throw out broad generalities as they come up. As the
任何空泛的内容。领导者 / 辅导师可以画一个简单
leader/facilitator set up a simple chart with three columns
的图表，纵列中分为 “谁去做，怎么做，何时做”
“Who, How, When” and a column and row for each action
三个内容，横排中放入他们在 XY 轴中定下来的行动
they had identified on the XY axis. Teams then break down
内容。团队接下来就可以对这些内容进行细分，讨
who is responsible for overseeing key actions, how they
论由谁来负责每一个关键活动，如何开展这些活动，
can get them started and when they would start/finish
并应该从何时开始、在何时结束。看着那些便利贴
these initiatives. It is always fun and interesting to see
从发散型思考活动到现阶段被真正利用的阶段，是
some post-it make it all the way to this stage from an early
一个十分有意思和让人开心的过程。
divergent activity.
Give teams a few more minutes to flesh out their goals and
给团队几分钟的时间去完善他们的行动目标，
have them share them back with other teams to see if they
让他们和其他小组的成员进行分享和交流，看看能
take any other inspiration from each other before having
否从其他人那里获得灵感，然后再总结他们的具体
them finalize their outgoing actions.
执行计划。
Thinking and Communicating Globally
国际化的思考和交流
Global leaders understand that it is not effective to expect
国际化的领导者深知，期待他人去适应自己的
others to adapt to a leader’s style. Global leaders adapt
工作方式有时并不那么奏效。国际化的领导者能调
and when possible they integrate different models into
整自己，并能在合适的时候把不同的工作方式整合
their toolbox. For Global leaders it should be unacceptable
到他们的领导力工具箱当中。国际化的领导者不会
to label one culture or nationality more or less creative or
对某种文化或来自某个国家的人贴上一些诸如“是
able to communicate. As more leaders face fuzzy goals and
否有创造力”或“是否有沟通力”的标签。随着工
changing working styles and conditions in our increasingly
作环境中的跨国合作内容的逐渐增多，越来越多的
global working world it is my hope the thoughts outlined
领导者要面临模糊的目标，变化的工作模式和条件。
above spark an interest in maximizing flexibility by using
我希望大家能通过使用上述提及的方法和辅导工具，
facilitation tools to help global teams communicate better.
充分调动你们的适应能力，帮助跨国团队进行更好 地沟通和交流。
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