2014.06.14【英译中】Harvard ManageMentor - Virtual Teams [06]

neilalien
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发表于:2014-06-14 23:59 [只看楼主] [划词开启]
Charpter 3. Fostering Team Identity and Collaboration
第三章 培养团队认同与合作

# Build team bonds
# 建立团队纽带

Individuals who identify with a team or a group generally exhibit the behaviors that form the bedrock of team success; they work harder, collaborate more fully, and, in many cases, put the interests of the team ahead of their own. Identity with a group usually goes hand in hand with trust, which in turn encourages information sharing and collaboration.
与团体认同的个体一般会展现出构成团队成功基石的举止;他们工作更努力,合作更完全,而且,在许多情况下,将团队利益摆在自身利益之上。团队认同通常与信任携手,它们的携手相应地促进信息共享与合作。

Team identity doesn't happen naturally in virtual teams, and for obvious reasons. If the team and its members are out of sight, they are also out of mind. In the worst cases, the virtual team is a collection of strangers with few, if any, social bonds. While it is difficult to develop a sense of identity with a group of people whom you seldom see, leaders of virtual teams can take steps to strengthen team identity.
由于显而易见的原因,团队认同并不在虚拟团队中自然发生。如果团队成员互不可见,他们也会互不关心。在最坏的情况下,虚拟团队不过是群几乎没有(如果有)社交纽带联系的陌生人的集合。虽然在鲜少相见的群体中建立认同感是件困难的事,虚拟团队的领导者能够一步步加强团队认同。
* 我败了,out of mind了。。。不确定是否译得合适

# Hold a launch meeting
# 举办启动会议

If possible, gather everyone together for a face-to-face project launch meeting—even if it is the only time that team members can be convened during the course of the team's work. While the group is together, create opportunities for members to get acquainted on a personal level. The goal is to create small-group cohesion. For example, introduce each member and ask him or her to say something about his or her background, special skills, hobbies, personal interests, and so forth.
如果可能,召集所有人参加一个面对面的项目启动会议——即使这是在工作进程中团队成员唯一一次聚在一起的机会。当团队聚在一起时,创造机会以便成员们在个人层面上相识。会议目标是建立小团体凝聚力。例如,介绍每个成员并要求其介绍自己的背景、特殊技能、爱好、个人兴趣,等等。

Over the course of the one- or two-day launch meeting, assign people to subgroups, each charged with discussing a particular facet of the task. Rotate people in these subgroups so that everyone gets a chance to meet and work with everyone else. At the end of the launch meeting, take a group picture, and send copies to all participants.
在1至2日的启动会议期间,将成员分成小群体,每个群体负责讨论任务的一个特定方面。让成员们轮流参与不同的小群体,以便每个人都能得到机会与其他每个人认识且工作。启动会议结束时,照团体照并且寄给所有参与者。

# Set up times for people to talk to each other
# 安排时间以便成员相互交谈

Here are some ideas:
以下是一些方案:

Encourage periodic face-to-face meetings as the work progresses. If the team is not too broadly dispersed—and if the budget permits—bring people together again at key junctures (e.g., when several new members have joined the team, when key decisions must be made, or when the next phase of the project must be planned and assigned). Use videoconferencing if physical meetings are not feasible. Doing so will reinforce the group bonding that occurred at the team launch. If you cannot bring the entire team together, do so for important subgroups.
随着工作进行,鼓励周期性面对面会议。如果团队不是太过分散且预算允许的话,在关键时刻再度把成员召集起来(例如:新成员加入的时候,需要做关键决定的时候,或者应该计划并分配项目下一阶段任务的时候)。如果实际会面不可行,就使用视频会议。这样做能够增强启动会议中建立的团队纽带。如果不能把整个团队召集起来,至少把重要的子团体召集起来。

Find times when people can get together. This is bound to be difficult for teams that span continents and time zones, so schedule regular meeting times for conference calls or online discussions, and arrange a process for bringing up concerns about the project. This will help team members feel comfortable about sharing comments and will promote a team approach instead of encouraging people to work individually.
找到成员能够聚到一起的时间。这对于跨大陆与时区的团队肯定很困难,所以请为电话会议或在线讨论设置固定的时间,并且安排提出对项目的疑问的进程。这样能够使团队成员对分享评论感觉舒适,而且能够推广团队合作而不是促使成员单独工作。
One warning: If the organization's headquarters is in the United States, don't schedule conference calls or Internet chats so that the Asian or Australian team members must always take calls or be online during regular U.S. business hours, which would be in the middle of the night for them. Doing so will annoy your partners on the other side of the globe. Instead, alternate conference call or Internet chat times so that any time-zone inconvenience is shared equally.
一个注意点:如果机构的总部在美国,请不要把电话会议或网络交流安排得令亚洲或澳洲成员总是必须在常规美国办公时间参与,对他们来说,那时间可能是半夜。那样会激怒在地球另一端的合作伙伴。作为替代,改变电话会议或网络交流时间以便时区带来的不便被公平分担。

Reiterate the team's common goals. Frequently revisit the team's shared goals and purpose to remind people that the work they are doing is important not just to the team, but to the organization as well.
反复强调团队的共同目标。频繁重申团队的共同目标和目的来提醒成员们他们的工作不但对团队是重要的,对整个机构也是重要的。

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2014.05.28【英译中】Harvard ManageMentor - Virtual Teams [01]

2014.05.28【英译中】Harvard ManageMentor - Virtual Teams [02]

2014.05.30【英译中】Harvard ManageMentor - Virtual Teams [03]

2014.06.06【英译中】Harvard ManageMentor - Virtual Teams [04]

2014.06.08【英译中】Harvard ManageMentor - Virtual Teams [05]

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