T – together

T− 团结

E – everyone

E− 每人

A – accomplishes

A – 实现

M – more

M – 更多

●

A better understanding of decisions

对决策有更好的理解

●

More support for and participation in implementation plans

对实施计划的更多支持和参与

●

Increased contribution to problem-solving and decision making

为解决问题和决策做出更大贡献

●

More ownership of decisions, processes, and changes

对决策、过程和变更有更多的自主权

●

The first and perhaps the most important thing is to identify and define the purpose of the team. In its simplest terms, a team is an interdependent group of employees who unite around a particular task, project, or objective. That unification must be in place before anything else is undertaken.

第一件事，也许也是最重要的一件事，就是确定和界定团队的目的。简单来讲，团队就是围绕特定任务、项目或目标团结起来的相互依存的员工群体。在开展任何其他工作之前，都必须实现这种统一。

●

The second important ingredient that will solidify the existence of a successful team is the appropriate culture: if anyone truly values and wants to encourage teamwork and collaboration, your organization's culture (management, union, and employees at large) must support the activities and provide appropriate skills to do these activities as needed. It is imperative that management must give the authority and responsibility to the team so that the necessary actions may be taken care of. Therefore, management needs to demonstrate leadership and create a work environment that expects, fosters, rewards, and recognizes teamwork.

巩固成功团队存在的第二个重要因素是适当的文化：如果有人真正重视并希望鼓励团队合作与协作，那么组织的文化（管理层、工会和广大员工）就必须支持这些活动，并根据需要提供开展这些活动的适当技能。管理层必须赋予团队权力和责任，以便采取必要的行动。因此，管理层需要发挥领导作用，创造一个期望、促进、奖励和认可团队合作的工作环境。

It is management leadership style that facilitates cooperation and adjustment to culture. One of the fundamentals is to be serious enough to select an effective team with excellent interpersonal communication dynamics and relationships. To this end, the selected members must be clear about the purpose for the team and about each other's roles on the team. Further, the team must have the appropriate knowledge (theoretical and process) to figure out how to evaluate the progress and the effectiveness of the team in relation to the problem at hand.

它是有利于合作和适应文化的管理领导风格。基本原则之一是要认真选择一个具有良好人际沟通动力和关系的有效团队。为此，选定的成员必须清楚团队的目的和彼此在团队中的作用。此外，团队必须具备适当的知识（理论和过程），以弄清如何评估团队的进展和与手头问题有关的有效性。

●

The third ingredient is empowerment given to the team members. That means that the team must have the authority and responsibility to take actions regarding the pending solutions of the problem. Fear of intimidation in all forms must be absent. Here we must differentiate two terms within the concept of empowerment. They are: (a) commitment, which is primarily a function of management and must be demonstrated in terms of continuous encouragement (delegation) and providing the appropriate and applicable resources as needed to employees, and (b) involvement, on the other hand, is primarily an employee function. It is an essential ingredient to improvement as long as the employees "feel" that their suggestions and actions have a real or significant impact on the decisions and actions that affect their jobs. With empowerment, authority, responsibility, commitment and involvement, it must be understood that none of these are considered "goals" or specific "tools." Rather they are philosophies that drive and enable management leadership to pursue culture change in the name of "quality" with teams for improvement.

第三个要素是赋予团队成员一定权力。这意味着，团队必须有权力和责任就有待解决的问题采取行动。绝不能有各种形式的恐吓。在这里，我们必须区分授权概念中的两个术语。它们是：(a) 承诺，这主要是管理层的职能，必须在持续鼓励（授权）和向员工提供所需的适当和适用的资源方面表现出来，以及（b）参与，另一方面，主要是员工的职能。只要员工“感觉”到他们的建议和行动对影响他们工作的决策和行动有真实或重大的影响，它就是改进的一个基本要素。对于授权、权力、责任、承诺和参与，我们必须明白，这些都不被视为“目标”或具体的“工具”。相反，它们是推动和使管理领导层以“质量”的名义与团队一起追求文化变更的理念，以促进改进。

●

The fourth ingredient is communication. This means that communication should always be two-way, which implies that the team must communicate good and bad issues to management periodically (or as they occur) and not wait until the completion of the project. It also means that management must communicate all pertinent information to the team as soon as it is known. If everyone believes and practices honest and truthful communication practices then a productive teamwork environment will be the result.

第四个要素是沟通。这意味着沟通应该始终是双向的，这意味着团队必须定期（或在问题发生时）向管理层传达好的和坏的问题，而不是等到项目完成时再传达。这也意味着，管理层必须在得知所有相关信息后，立即与团队沟通。如果每个人都相信并实践诚实和真实的沟通做法，那么就行形成一个富有成效的团队工作环境。

●

The fifth and final ingredient is team success. Team success is not "a given" at any point. Rather it must be planned, organized, and cultivated by management. Management's influence may be demonstrated in many ways. Perhaps, one of the primary methods of influence is to allow time early on to convert the selected group into an actionable team. That process was developed in 1965 by Dr. B. Tuckman, who identified the four stages of team development as forming, storming, norming, and performing. In the 1977s he added one more stage: adjourning. It is beyond the scope of book to elaborate on each of the stages, although a very short synopsis of each step follows.

第五个也是最后一个要素是团队的成功。团队的成功在任何时候都不是“必然”的。相反，它必须由管理层来计划、组织和培养。管理层的影响力体现在众多方面。也许，影响的主要方法之一是在早期留出时间，将选定的小组转化为一个可操作的团队。这个过程是由B.塔克曼博士在1965年提出的，他确定了团队发展的四个阶段，即形成、冲刺、规范和执行。在1977年，他又增加了一个阶段：休会。本书无法详细说明每个阶段，尽管下面是每个步骤的简短概要。

●

Forming: The first stage is where a group of people comes together to accomplish a shared purpose. More often than not this stage is used for introductions and sharing background knowledge. Their initial success will depend on their familiarity with each other's work style, their experience on prior teams, and the clarity of their assigned mission. The role of the sponsor (champion) is to break the ice of the initial meeting and help the group members get to know each other through team-building activities or just a listening ear.

形成：第一阶段是一群人聚集在一起，完成一个共同的目标。这个阶段更多的时候是用来介绍和分享背景知识。他们最初的成功将取决于他们对彼此工作风格的熟悉程度，他们在以前团队中的经验，以及他们所分配的任务的明确性。赞助人（冠军）的作用是打破初次会议的僵局，通过团队建设活动或只是倾听，帮助小组成员相互了解。

●

Storming: This is the stage for active challenging. It is a struggle between members to make sure that everyone is on the same level of understanding about roles and expectations. Quite often in this stage disagreements about mission, vision, and ways to approach the problem or assignment are a reality. This disagreement sometimes becomes a struggle and very vocal primarily due to combined issues of misunderstanding in the directives about the intent of the team, the unfamiliarity of the individual participants, and the luck of knowledge as to how to interact and communicate with others. The role of the sponsor (champion) in this stage is continuously that of a helper. His or her services may be needed to help the group members familiarize themselves with each other by offering team-building activities or just listening to their concerns. In addition, the sponsor may need to help the leader clarify each of the assignments and expectations so that success may prevail.

激荡期：这是一个积极挑战的阶段。这是一个成员之间的斗争，以确保每个人对角色和期望的理解都在同一水平上。在这个阶段，关于使命、愿景和处理问题或任务的方法的分歧往往是一个现实。这种分歧有时会成为一种斗争，而且非常激烈，主要是由于对团队意图的指示的误解，个别参与者的不熟悉，以及对如何与他人互动和沟通的知识的幸运。在这个阶段，赞助人（冠军）的角色仍然是一个帮助者。他或她的服务可能需要通过提供团队建设活动或只是倾听他们的关切，来帮助小组成员熟悉彼此的情况。此外，赞助人可能需要帮助领导者澄清每项任务和期望，以便取得成功。

●

Norming: In this stage we observe the first indications of team formation. We see the members consciously or unconsciously form working relationships that enable progress on the team's objectives. We observe significant agreements about their own roles and a functional improvement towards working together for the pre- set objectives. The role of the sponsor (champion) in this stage is to audit the team for any updates or specific needs that may be needed and making sure that the goal of the team is on schedule.

规范化：在这个阶段，我们观察到团队形成的最初迹象。我们看到成员们自觉或不自觉地形成了工作关系，使团队的目标得以实现。我们观察到他们对自己的角色达成了重要的共识，并且在为预先设定的目标共同努力方面有了功能性的改善。在这个阶段，赞助人（倡导者）的作用是审核团队的任何更新或可能需要的具体需求，并确保团队的目标如期实现。

●

Performing: This is the stage where the efficiency of the team is apparent as relationships between team members have solidified and team processes are understood more often than not unconsciously. In this stage the team has come to be a functional team as real work is progressing. The role of the sponsor (champion) in this stage is to ask for periodic updates from the team. Help solve problems and provide input as needed. Make sure that team members are communicating with all of the other appropriate parties in the workplace. The sponsor makes sure that (a) the team is not operating in a vacuum and (b) breaks up or facilitates bottlenecks.

执行：这是团队效率明显的阶段，因为团队成员之间的关系已经巩固，团队的流程往往在不知不觉中被理解。在这个阶段，随着实际工作的进展，团队已经成为一个功能性团队。赞助人（发起人）在这个阶段的作用是要求团队定期更新。帮助解决问题，并根据需要提供意见。确保团队成员与工作场所的所有其他适当各方进行沟通。赞助者确保（a）团队不是在真空中运作，（b）打破或促进瓶颈的形成。

●

Transforming: This is the stage during which team performance is going so well that members exhibit enthusiasm, satisfaction with their experience, and pride in their accomplishment. The role of the sponsor (champion) here is to make sure that everything is continuing as well as expected; indeed, the role of the sponsor is very minimal if it is needed at all.

转型：在这个阶段，团队表现非常好，成员表现出热情，对他们的经验感到满意，并为他们的成就感到自豪。赞助人（倡导者）在此阶段的作用是确保一切都在按预期进行；事实上，如果需要的话，赞助人的作用是非常小的。

●

Ending (Adjourning): This is the stage where the team has completed its mission or purpose and it is time for team members to pursue other goals or projects. In adjourning, the role of the sponsor (champion) is to make sure that the team schedules an ending ceremony. The content should cover: (a) a general debrief; (b) a discussion as to whether the team could have been more successful, and if so, what could have been done; (c) an open-minded constructive criticism of the process; (d) recognition of the team and exemplary individual efforts; and (e) celebrate.

结束（解散）：这是团队完成其使命或目的的阶段，是团队成员追求其他目标或项目的时候了。解散时，发起人（倡导者）的作用是确保团队安排一个结束仪式。内容应当包括：（a）常规汇报；（b）讨论团队是否可以更成功，如果可以，可以做什么；（c）对过程进行开放性的建设性批评；（d）表彰团队和个人的模范努力；和（e）庆祝。

Not every team moves through these stages in order, and various activities—such as adding a new team member—can send the team back to an earlier stage while the new member is incorporated. We must remember that in all cases team members (a) operate with a high degree of inter-dependence, (b) share authority and responsibility for self-management, (c) are accountable for the collective performance, and (d) work toward a common goal and shared rewards(s). After all, a team becomes more than just a collection of people (group) when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members.

并非每个团队都能按部就班的经历这些阶段，各种活动−比如增加一个新的团队成员 − 可能会使团队回到较早的阶段，而新成员则被纳入其中。我们必须记住，在所有情况下，团队成员（a）以高度的相互依赖性运作，（b）分享自我管理的权力和责任，（c）对集体表现负责，以及（d）为共同的目标和共同的奖励而努力。毕竟，当强烈的相互承诺感产生协同作用时，一个团队就不仅仅是一个人（团体）的集合，从而产生比其个别成员的表现之和更大的表现。

The length of time necessary for progressing through these stages depends on the experience of the members, the support the team receives, and the knowledge and skill of the team members. It must emphasized that the stages mentioned apply to teams that are not expected to stay formed forever. In the case of a department team, a social media team, a customer service team, and so forth, the same stages apply to these ongoing teams except the ending doesn't occur. In any case, we can say that the development of a successful team and teamwork culture is certainly difficult and exciting.

通过这些阶段进展所需的时间取决于成员的经验、团队得到的支持以及团队成员的知识和技能。必须强调的是，所提到的阶段适用于那些不被期望永远保持形成的团队。在部门团队、社会媒体团队、客户服务团队等情况下，同样的阶段也适用于这些正在进行的团队，只是结局不会发生。在任何情况下，我们可以说，发展一个成功的团队和团队合作文化肯定是困难和令人兴奋的。