Generate Alternatives
The real challenges during this step are to: 1) help people suspend judgmental ways of thinking; 2) help people get out of old ways of thinking about the problem, and 3) separate ideas from personalities (If Bill has identified 10 ideas, no particular idea is so associated with Bill that people feel a need to support or oppose the idea because it is Bill's).
产生选择
在这个步骤中真正的挑战是：1. 帮助人们停止不客观的思维；2. 帮助人们脱离习惯的思维思考问题，3. 将构思和个人色彩分离（如果比尔盖茨鉴定10构思，没有特殊的构思是和比尔盖茨这样的联系，那人们感觉需要支持或反对构思因为这是比尔盖茨的）
Most people who work in the creativity field stress that people need to be in a playful, even joyous, mood to be optimally creative. Some R&D companies even provide water guns, have toys on all the meeting room tables, encourage food fights – anything to get people out of being too adult.

Here are a few of the simpler techniques for generating alternatives:
很多从事创造行业的人逼于压力而需要变得好玩，甚至高兴，心情变得理想的创造力。一些研发人员同伴甚至配备水枪，有些玩具摆在会议桌上，鼓励勇气的物质—任何东西不会让人们感到压抑。
这里有些关于产生选择的简易技巧：
Brainstorming: Get people to generate lots, and lots, of ideas. List them all on a flipchart or whiteboard. Don't permit any eva luative comments (even positive ones). The creative ideas are likely to come after you've flushed out the old ideas, so push for quantity.
集体讨论：让人们产生很多很多的构思。把他们记录在快速浏览图或者白板上。不轻易承诺任何评估的意见（甚至确实存在的）。建设性的构思很可能在你摆脱旧思想束缚之后，所以推动为量变。
Analogies (Synectics): Get people to identify options by working through several analogies. "If our organization was a biological system the way we'd solve this problem would be ...." "If it were a virus, we'd ...."
类比法：让人们通过一些类比后鉴别（他们的）选择。如果我们组织是一个生物系统，这些我们解决问题的方法可能…，如果它是病毒，我们会…
"If I had My Druthers" Fantasy: Create fantasy solutions with no rules or "givens" including physical laws like gravity or market realities. "If I had my druthers we'd all communicate using ESP, and then we wouldn't need..." After several fantasies, talk about ways you could solve the problem in a similar manner while addressing physical or market realities, i.e. use cell phones instead of ESP.
“如果我有我的选择”幻想：没有规则的产生幻想来解决或者“给予”包括物理定律如低下吸引力或者市场规律。“假如我有我的选择，我们大家已经用ESP沟通，且我们可能不需要…”在一些幻想后，讲述些你可以解决问题的简单方法，例如使用移动电话代替ESP。
eva luate Alternatives
If you use the techniques described above for generating alternatives, your problem is likely to be that you've generated so many alternatives that you don't know how to eva luate them in a timely manner. Sometimes it is even worthwhile to put off the eva luation for a follow-up meeting so you can have a work group do some analysis of the alternatives between meetings.
评估选择
如果你使用一些技巧来描述上面的选择产生，你的问题可能是你已经有了很多选择，但你不知道如何去用及时的方法评估他们。有时候甚至值得推迟跟进的会议去评估，所以你可能有一个工作组在会议上做一些分析。
Here are a few techniques for eva luating alternatives during meetings:
这里有些技巧供会议期间对选择作出评估：

Straw-votes: If you are eva luating a list of brainstorming ideas, one of the quickest ways to get a reading on which items justify group discussion time is to give every participant a fixed number of colored dots or gummed stars (usually 5-10) and tell them to indicate which ideas they feel deserve further discussion by applying their colored dots/stars to the wall or flip chart sheets, next to the item. Typically they can use their dots anyway they want, e.g. if they want to use all their dots on one item, they can do so. The voting should occur only after everybody understands what is meant by each item, and after similar ideas have been combined (so that votes aren't split between the same idea worded two different ways).
非正式投票：如果你正在评估一系列构思,一条快速的方法得到的一项指标进行小组讨论及分享哪个产品证明是给每一个参与者固定数量的颜色点或冲入星体(通常5 - 10),告诉他们,以表明这想法他们觉得值得更深入的讨论通过应用他们的颜色点/球星在墙上或白板表,旁边的项目。他们通常可以使用它们的点无论如何他们想要的,例如如果他们想要用他们所有的点在一件,他们可以这么做。投票应该只出现在大家了解何谓每个项目,经过类似的想法结合(这样的选票不分别在相同的想法措辞强硬的两种不同的方式)。

Another variation of straw voting is to have everybody pick the five ideas they think are most significant (or deserve discussion), putting them in rank order. Then they give 5 points to their highest ranked item, 4 points to the next highest, and so on. Record the scores alongside the items.
另一种方法让每一个人都选择他们的5个比较好的构思（或者应该讨论的），排序。然后给最高分为5分给最好的项目，4分给其次的，如此类推。让这些分数都写在相应的项目旁边。

Straw-voting is a way of reducing the number of items, but it will still leave you with a number of "finalists," and should not be used to choose among them.
草稿式的投票是减少项目的一种方法，但这些依然会存在一组剩下的参赛选手的名单，但这不应该用此来选择他们
Screening: Sometimes it is possible to screen out ideas by using decision rules related to cost, feasibility, months to bring on line, environmental impact. A rule might be: "total initial investment can't exceed $1,000,000." Having used a screening process on many large-scale decisions I can tell you that screening can reduce the number of options, but it won't make a decision for you. In the final analysis you will need to "formulate" the best solution, often drawing from pieces of the earlier ideas.
帅选：有时候我们需要用基于决策的相关规则成本、可行性、好几个月才把在线条、自然环境的影响等等来断定逐步淘汰的方式。但这条规则是最高不能超过1，000，000美元，用逐步淘汰的方法可以逐步减少相关的选择，但是不会给你一个决定。最好的分析你需要汇总最好的解决

Decision Analysis: There are a number of "decision analysis" techniques that are widely advocated. Most are variants of what is described in academia as "multi-attribute utility analysis." The fundamental concept is to (1) eva luate each alternative based on all critical attributes, e.g. cost, aesthetics, performance; (2) have all key decision makers identify the relative value of each attribute e.g. "cost is twice as important as aesthetics;" and (3) analyze which alternatives best satisfy the weights that have been identified. The answer could be different for each decision maker, because each decision maker assigned a different relative weight to the attributes.
决策分析:这里有一些“决策分析“技术,广泛提倡。大多数是变体在学术界认为“多属性效用分析。”基本概念是:(1)每个方案评价基于全部关键因素,例如成本、美学、性能;(2)都关键决策者的相对价值确定这些属性的例句。“成本增加一倍,“美学重要(3)的分析指标的权重选择最好的满足有被证实。答案可能是决策者的不同而有所区别,因为每个决策者指定一个不同相对重量属性。
To illustrate, when you choose a new car there are a number of attributes that need to be taken into account: price, roominess, maintenance record, trade-in, and, yes, sexiness. The first job is to establish where each alternative car fits on the scale for each individual attribute. The second task is to weight the attributes, that is, you may think price is relatively unimportant, while you wife thinks it is all-important. Use this analysis to identify areas of agreement and key areas of disagreement. The more sophisticated versions of these techniques will also allow you to do sensitivity analysis, e.g. if we doubled the priority we gave to cost would it change which car we selected?
例如,当你选择一辆新车有很多因素要考虑:价格、空间、维修记录,折旧,还有,是的,性感只是。第一件事需要做的每一辆可以选择的车是有那些属性的。第二的任务比较属性,也就是说,你可能不认为价钱较为重要,而你妻子认为这非常非常重要。使用这个分析识别共同喜欢的有多少和主要不一致的在哪里。更为复杂的版本的这些技术也将让你做的灵敏度分析,例如如果我们的一致的东西都为成本这样会改变我们选择车子的决定吗？

One comment: This kind of analysis can be very useful in identifying the differences in priorities, and understanding which alternatives best match particular priorities. But unless everybody gives exactly the same weights to the attributes, (i.e. your wife and you both give exactly the same weight to cost, performance, maintenance and sexiness – an unlikely event), this kind of analysis will not make the decision for you.
一个评论:这种分析,可以非常有用的识别不同的重点,并尽可能多地了解哪些替代发挥的最好的一场特别的优先顺序。但除非每个人都对相同的重量的属性,(即你的妻子和你俩给完全相同的重量成本、性能、维护和性感只是——不太可能发生的事件),这种分析方法不会作出决定。
Select a Course of Action:
I don't know any magic group process technique that will make decisions for you. That's why you get the big bucks! Some decision makers make decisions based on intuitive "Aha's," while others depend on detailed quantitative analysis.
选择一种行动方法：
我不知道任何魔力的团队流程技术工作出决定。这就是为什么你自吹自擂，一些决策者所作的决定,都基于直觉的“性”,而其他的为详细定量分析。

I do know, from sometimes sad experience, that it is imperative to know who is making the decision. Sometimes it is "the boss." Sometimes it's a consensus decision. Sometimes it's a consensus decision unless the group can't agree, then the boss decides. Any of these approaches can work. What does not work is to have the group think it is making the decision but the boss is really going to make it. Expectations need to be clear and well defined.

我确实知道,从有时也很悲伤的经验,说,这是迫切需要知道谁作出这个决定的。有时它是“老板。”有时它一致的决定。有时它一致决定若本集团不能同意你的观点,然后老板决定。任何这些接近能工作。什么不可行,是要有组织认为这是做决定但是老板真的会挺过去的。期望需要明确和概念。
Define the Implementation Plan
This is the stage at which the group thinks through all the tasks to implement your solution, and assigns responsibilities and deadlines for completing them.
定义实施方案
　　这是阶段,在这个阶段,研究小组认为完成所有这些任务,通过实施你的解决方案,并指定责任,完成期限。

Some of the simpler PERT-charting techniques help groups visualize all the components of a successful plan. This means that the group needs to work on a large white board or even the wall, to be able to visualize all the parts. One meeting center even has magnetized pieces of metal whiteboard, cut in the shape of PERT chart symbols, that will stick to the walls and can even be moved around on the wall.
一些较为简单的PERT-charting技巧使组织想象所有的部分的一个成功的计划。这意味着队伍需要做一个白色的大板或甚至墙上,能够想象所有的部分。一个会议中心甚至有磁化的金属片白板、切的形状,网络图将坚持符号城墙环绕移动,甚至可以在墙上。
If you use a SMART Board and digital projector, you can use a flow-chart or project management software application and project it on the whiteboard. As a group you can use all the tools from the software application, then download all your conclusions into a laptop. The Meeting Pro software that comes with your SMART Board also permits you to move items around on the board, without erasing, and has an excellent way of recording assignments, deadlines, etc. You can download all this information into a laptop, then send everybody their assignment lists by e-mail.

Establish Mechanisms for Determining Whether or Not Your Approach is Working
　　如果你使用一个聪明的董事会和数字投影,你可以使用一个集成的应用软件或项目管理和项目在白板。作为一个群体,你可以使用所有的工具从该软件的应用,那么你的结论下载到一台笔记本电脑。会议箴软件,来与你聪明委员会也允许你搬周围项目在黑板上,没有擦除,并已记录的绝妙方式作业的截止日期等。你可以下载所有这些信息转化为一个笔记本,然后把每个人都他们的任务清单电子邮件。
　　建立机制,决定是否你的方法是工作
The team needs to define some way of determining whether its plan is, in fact, solving the problem (or is taking advantage of the opportunity) with which it started. When you set up a defined process for eva luating performance you can adjust your plan without getting into the "blame game," (e.g. trying to assign responsibility for failure). Without such a process, the plan usually has to break down completely before anyone will take action. Then you're stuck not only with the original problem, but all the bad feelings and ill-will that result from failure.
这支团队需要定义一些办法决定是否计划就是,事实上,解决问题(或在利用这个机会)”,这是它的开始。当你设置一个已定义过程为绩效评估你可以调整你的计划而不进入责备游戏,”(如试图指定责任为失败)。没有这样的一个过程,这个计划通常需要打破有人之前,请完整地采取行动。然后你就被困的修持,不仅仅是和原来的问题,但所有的坏情绪和敌意所导致的失败。
The Total Quality Management literature describes numerous techniques (pareto charts, scatter diagrams, histograms) for displaying your measurements. But the real issue is deciding what to measure. As James Robinson, then the CEO of American Express, once said: "Employees do what management inspects, not what management expects." The same is true for teams. What you decide to measure is what people will pay attention to.
全面品质管理文献描述众多的技巧(帕累托图表,散射图表,直方图),展示你的尺寸。但真正的问题是决定措施。像詹姆斯•罗宾逊的首席执行官就美国运通卡、曾说过:“员工做管理检查,而不是管理要求。”这同样适用于球队。你的决定来衡量是什么人会注意到。
Working on the Walls
Almost all of the techniques described above require recording participants' comments on flip chart sheets posted on walls, or on a whiteboard. Some of my clients have meeting rooms where the entire walls of the room are whiteboard. Groups like to "think big" like this. The only problem is getting the information down from the whiteboard so people can walk away with it. That's the advantage of using digital whiteboards like SMART Board (although I long for the day that SMART Boards cover whole walls, so groups can "think big" yet have the advantage of downloading). The other advantage of the digital whiteboards is that you can project a graphic template of a group process template on the board, have the group fill in the blanks, then download both the template and the group's responses.
工作在墙上几乎所有的技术要求记录上述参加者的评论白板纸贴在墙壁,或写到白板上。我的一些客户有没有会议室,整个房间的墙壁上写到白板上。团体一样去“认为是伟大的”这样的。唯一的问题是搜集信息下了白板,这样大家就可以走了。这是用数字的优势whiteboards类似智能牌(虽然我渴望着一天覆盖整个墙壁,聪明的板,这样的群体可以“认为是伟大的”的优点仍下载)。其他利用数字whiteboards是你可以投射的一个图形的模板团队工作程序模板在黑板上,有组织填补空白,然后下载两个模板和集团的反应。
If you don't have a digital whiteboard, think about laying out your whole process on a large continuous sheet of butcher paper, leaving space for the group's responses. Not only does your butcher-paper template guide the group through the process, but you can fold it up and walk away with it at the end of the meeting.
如果你没有数字白板,考虑列在一个大的有连续性表格的羊皮纸了展示你整个过程，预留空间给团队回复。这样不但可以引导团队思考流程，同样可以在会议结束后折叠起来并带走。

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