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

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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.

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.
* 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.

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.

# 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:

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.

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.
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.

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.


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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