实施Implement

动员会议Kickoff meeting

启动会议是程序中的第一个事件(遵循程序启动电子邮件),应安排至少一小时时间。The kickoff meeting is the first event in your program, following the program launch email, and should be scheduled for at least one hour.

从以下 (示例) 议程开始:Start with the following (sample) agenda:

  • MyAnalytics 产品概述MyAnalytics product overview
  • MyAnalytics 团队行为更改计划概述MyAnalytics team behavior change program overview
  • MyAnalytics 演示MyAnalytics demo
  • 调查结果Survey results
  • 目标-设置讨论Goal-setting discussion
  • 计划和后续步骤Schedule and next steps
  • 其他资源Additional resources

根据议程构建启动演示文稿,并确保在计划概述中包含收视目的陈述和团队角色和职责。Build your kickoff presentation based on the agenda and make sure to include the program purpose statement and team roles and responsibilities in the program overview. 发布启动演示文稿Post your kickoff presentation 在协作频道上允许参与者轻松访问on your collaboration channel to allow participants to easily access 有.it.

目标设置Goal setting

当一组个人尝试将习惯更改为一起时,团队目标会提高成功的可能性。When a group of individuals attempt to change habits together, a team goal increases the likelihood of success. 如果团队目标不存在,则同事可能会阻止个人的变动,无论以 counterproductive 的方式了解或行为是什么人。When a team goal does not exist, individual efforts to change can be blocked by coworkers who either lack understanding or behave in a counterproductive manner. 重点团队目标还使您能够更轻松地衡量更改计划的结果。A focused team goal also makes it easier to measure the results of a change program.

我们使用以下方法来设置团队程序目标:We use the following methods to set a team-program goal:

"项目前调查" 重点介绍了协作难点和工作效率改进。The pre-program survey highlights collaboration pain points and productivity improvements. 调查结果可能会明确指出目标,但如果调查结果没有结论,请使用团队讨论从计划参与者获取更多上下文和反应,以通知目标选择。The survey results might clearly point to a goal, but if the survey results are inconclusive, use a team discussion to gain more context and reactions from program participants to inform the choice of goal.

您可以将团队讨论添加到计划启动会议日程以实现此目的。You can add a team discussion to the program kickoff meeting agenda for this purpose. 让团队共同讨论项目前调查结果。Have the team discuss the pre-program survey results together. 在调查结果中突出显示任何不一致或不一致的点,并征求来自该组的反馈。Highlight any inconsistencies or points of confusion in the survey results and solicit feedback from the group about them. 重点关注调查中的行为更改目标,以帮助您阐明团队目标。Focus on the behavior-change objectives from the survey to help you articulate team goals. 即使 "预先计划" 调查结果明显指向某个程序目标,团队讨论也可以为目标创建透明度和支持人员。Even when the pre-program survey results clearly point to a program goal, a team discussion can create transparency and bolster support for the goal.

若要开发可衡量目标,请将行为更改目标与相应的 MyAnalytics 指标配对。To develop a measurable goal, pair a behavior-change objective with a corresponding MyAnalytics metric. 目标 phrased 在组由具有不同工作行为的个人组成,并且很难同意绝对指标时,按百分比搜索的术语可提供帮助。Goals phrased in percentage terms are helpful when a group is comprised of individuals with different work behaviors and it is difficult to agree on absolute metrics.

下表提供了特定目标的一些示例:The following table provides some examples of specific goals:

目标Objective MyAnalytics 指标MyAnalytics metric 目标示例Goal example
减少我在低效会议中花费的小时数Reduce the number of hours that I spend in ineffective meetings
  • 会议小时数Meeting hours
  • 冲突会议中的小时数Number of hours in conflicting meetings
  • 多任务会议中的小时数Number of hours in multitasking meetings
  • 较长会议中的小时数Number of hours in longer meetings
  • 定期会议中的小时数Number of hours in recurring meetings
  • 之后会议的小时数Number of hours in after-hours meetings
  • 减少50% 的多任务会议的时间Reduce hours in multitasking meetings by 50%
    安排更多的焦点小时数以提高我的工作效率、创造性和决策过程Schedule more focus hours to boost my productivity, creativity, and decision-making
  • 专注工作时间Focus hours
  • 以时间为单位的工作时间比率 (在仪表板中使用焦点习惯图) Focus-hours-to-meeting-hours ratio (use the focus habits chart in your dashboard)
  • 在会议和焦点会话中花费相当长的时间Spend an equal amount of time in meetings and focus sessions
    更有效地管理我的收件箱Manage my inbox more effectively
  • 电子邮件小时数Email hours
  • 在工作时间和工作时间之外发送和/或接收的电子邮件数Number of emails sent and/or received during and outside of business hours
  • 在营业时间之外发送零封电子邮件Send zero emails outside of business hours
    改进我发送的电子邮件的有效性Improve the effectiveness of the emails I send
  • 电子邮件小时数Email hours
  • 在工作时间和工作时间之外发送和/或接收的电子邮件数Number of emails sent and/or received during and outside of business hours
  • 减少25% 发送的电子邮件数量Reduce the number of emails sent by 25%
    降低我的工作时间协作以实现更好的工作寿命平衡Reduce my after-hours collaboration to achieve a better work-life balance
  • 非工作时间After hours
  • 电子邮件在外部工作时间发送/接收Emails sent/received outside business hours
  • 在下班后会议中的小时数Hours in after-hours meetings
  • 每周花费不到1小时的时间在营业时间范围内协作Spend less than 1 hour per week collaborating outside of business hours
    花更多时间与我的网络中的人员保持一致,与我的首要优先级保持一致Spend more time with the people in my network who are aligned with my top priorities "我的网络" 指标:"My network" metrics:
  • 会议时间Meeting time
  • 响应率Response rate
  • 读取速率Read rate
  • 1:1 会议1:1 meetings
  • 请选择 "重要联系人",然后在 "我的网络" 地图中的 "我的网络" 地图中将某个人从 "从右到左" 移动 (,每周花费两个小时) Spend two more hours per week with select important contacts (that is, move a person from "right to left" in your "My network" map in your dashboard)

    团队目标讨论应为团队产生适当的目标。The team goal discussion should result in an appropriate goal for the team. 如果只是在会议结束时定义目标焦点区域,而不是特定的细节,请在会议之后发送简短的目标设置调查,以确认目标区域和可衡量目标的问题。If only the goal-focus area is defined by the end of the meeting and not the specifics though, send a brief goal-setting survey after the meeting in which you ask a few questions to confirm the goal area and a measurable target.

    下面是一个目标设置调查的示例:Here is an example of a goal-setting survey:

    • 您是否同意团队目标每周添加更多焦点时间?Do you agree with the team goal to add more focus time every week? 是/否Yes/No
    • 如果不是,请解释原因不。If no, please explain why not.
    • 请选择要添加的团队目标的百分比:40%、50% 或其他Please select what percentage the team should aim to add: 40%, 50%, or other

    从团队成员寻求不同意团队目标的其他反馈。Seek additional feedback from team members who do not agree with the team goal. 确保听到这些人,并仔细考虑将其反馈集成到程序中的方法 (参阅 管理抵抗) 。Make sure that these people are heard, and think carefully about ways to integrate their feedback into the program (see Manage Resistance).

    数据共享Data sharing

    定义团队目标后,收集每个参与者的比较基准数据。After a team goal is defined, collect baseline data from each participant. 由于 MyAnalytics 是为个人设计的,因此它无法生成团队级报告。Because MyAnalytics is designed for individuals, it cannot generate team-level reports. 如果团队级报告对你的程序至关重要,Microsoft Workplace Analytics 产品可支持这些报告。If team-level reports are critical to your program, the Microsoft Workplace Analytics product can support those reports. 在缺少 Workplace Analytics 的情况下,收集此数据的最有效方法是在调查中请求它。In the absence of Workplace Analytics, the most efficient way to collect this data is to request it in your surveys.

    收集基线数据To collect baseline data

    要求程序参与者按照以下说明操作:Ask program participants to follow these instructions:

    1. 查看 MyAnalytics 仪表板中的 焦点 页,并记下指定目标度量的最近的度量值,例如,每周的聚焦时间百分比。Look at the Focus page in your MyAnalytics dashboard and write down the most recent measures for the specified goal metric – for example, percentages of focus time per week.
    2. 将平均分配给项目经理,以计算和共享团队平均水平。Send the average to the program manager to calculate and share the team average.

    在此过程中,为参与者强调保护其隐私的参与者,其数据将被聚合,而不会在单个级别进行共享。During this process, emphasize to participants that, to protect their privacy, their data will be aggregated and not shared at the individual level. 只有项目经理才能查看各个级别的数据。Only the program manager will view the data at the individual level.

    在计划结束时,重复与您的项目后调查中相同的过程。At the end of the program, repeat the same process as a part of your post-program survey.

    学习模块Learning modules

    学习模块是重点关注协作主题的一系列材料,可帮助团队制定新的习惯并更好地了解如何使用 MyAnalytics。A Learning module is a collection of materials focused on a collaboration topic to help the team develop new habits and to better understand how to use MyAnalytics. 学习模块包括健康行为建议、习惯行动手册、有关如何解释 MyAnalytics 数据和使用产品功能的提示、指向文章的链接,以了解有关特定主题的详细信息,以及有趣的行为科学课程。Learning modules include healthy behavior suggestions, Habit playbooks, tips on how to interpret MyAnalytics data and use product features, links to articles to learn more about specific topics, and fun behavioral science lessons.

    接下来是有关的模块:焦点小时、会议和电子邮件数据。What follows are modules about: focus hours, meetings, and email data. 您还可以在这些模块中查找有关如何维护网络中的重要关系的课程。You can also find lessons in these modules on how to maintain important relationships in your network.

    通常情况下,计划经理每隔一周向团队发送一本学习模块。Typically, a program manager sends a Learning module to their team every other week. 选择最符合您的团队目标和计划目标的订单。Choose an order that best matches your team goals and program objectives. 您可以将学习模块与相应的 团队规范调查捆绑在一起。You can bundle the learning module with a corresponding team norms survey. 计划参与者应在有时间处理学习模块的内容并使用习惯生成方法试验建议的行为之后,再完成调查。Program participants should complete the survey after they have had time to process the contents of the Learning module and experiment with suggested behaviors using the habit-building method.

    习惯培养方法Habit-building method

    下面是基于行为科学的一种习惯式方法,可用于帮助您的团队使用 MyAnalytics 将所选行为转变为习惯。Below is a habit-building method based on behavioral science that can be used to help your team turn a selected behavior into a habit using MyAnalytics.

    如何使其成为习惯

    不含 burnout 的协作 是为什么要避免协作过载是非常重要的。Collaboration without burnout shares why it's important to avoid collaboration overload.

    有关其他量身定制的行为更改提示,请执行以下操作: 协作重载个人评估For additional tailored behavior change tips, take the: Collaborative Overload Personal Assessment.

    若要了解有关 _习惯的功能_的详细信息,请参阅: 习惯资源的强大功能To learn more about The Power of Habit, see: The Power of Habit Resources.

    习惯行动手册Habit playbooks

    习惯行动手册是如何使用 MyAnalytics 将特定行为转换为使用习惯生成方法的习惯的示例。Habit playbooks are examples of how to use MyAnalytics to turn specific behaviors into habits using the Habit-building method. 行动手册利用 microlearning,这是一种通过咬的课程进行学习的方法。The playbooks leverage microlearning, a method of learning through bite-sized lessons. 它们与 microlearning 兼容,因为构建新习惯的关键是简单明了,而开始变小。They are compatible with microlearning since the key to building new habits is simplicity and starting small. BJ Fogg、博士、Stanford 大学的行为之人,他们曾研究过超过几十年的行为更改,那就说 "baby 步骤" 是在长远将改变行为的唯一事物之一。BJ Fogg, PhD, a behavioral scientist at Stanford University who has studied behavior change for over two decades, said that “baby steps” are one of the only things what will change behavior in the long term.

    每个习惯行动手册都提供了建议的行为,以实现养成习惯,解释为什么习惯的重要性,以及使用 MyAnalytics 构建习惯的面向目标的计划。Each habit playbook provides a suggested behavior to turn into a habit, an explanation of why the habit is important, and a goal-oriented plan using MyAnalytics to build the habit. 您可以使用行动手册来设计与参与者合作的友好竞争,并为实现行动手册目标的团队成员提供奖品和认可。You can use the playbooks to design a friendly competition to engage participants, and provide prizes and recognition to team members who achieve the playbook goals. 此外,体验和结果也会对较好的签入会议主题进行。The experiences and results make for a great check-in-meeting topic, too.

    • 习惯行动手册示例Habit playbook examples. 您可以尝试此行动手册的集合。You can try out this collection of playbooks. 这些示例仅表示可能存在的可能的行动手册的一小部分示例。These examples represent only a small sample of the possible playbooks that could exist.

      Note

      也可以在 学习模块中找到这些行动手册。These playbooks can also be found in the Learning modules.

    • 习惯行动手册模板Habit playbook template. 使用提供的模板为你的团队创建自己的自定义行动手册。Create your own custom playbooks for your team using the template provided.

    签入Check-ins

    在你的签入会议中,你和计划参与者可以讨论计划学习、MyAnalytics 和常规体验。In your check-in meetings, you and the program participants can discuss program learnings, MyAnalytics, and the experience in general. 设置最适合您的团队的频率。Set a frequency that works best for your team. 通常情况下,两个周一次的节奏足够频繁。Typically, a bi-weekly cadence is sufficiently frequent. 或者,可以将现有团队会议的部分日程专用于这些签入。建议的持续时间为15-30 分钟,具体取决于团队的日程和大小。Alternatively, you can dedicate part of the agenda of an existing team meeting for these check-ins. The recommended duration time is 15-30 minutes, depending on the agenda and size of the team. 会议可以按实际、亲自或混合方式举行,这取决于团队成员所在的位置。Meetings can be held virtually, in-person, or a mix of both depending on where team members are located.

    从以下示例签入会议议程开始:Start with the following sample check-in meeting agenda:

    • 要做什么?What is going well? 更好的情况是什么?What could go even better?
    • 产品和程序问题Product and program questions
    • 习惯行动手册结果Habit playbook results
    • 同意文档的优势并与团队共享Agree on takeaways to document and share with the team

    在计划会议之前的一天或两天与计划参与者联系,询问是否有要讨论的主题。Contact program participants a day or two ahead of the scheduled meeting to ask if there are topics that they want to discuss. 这为您提供了准备工作的时间,以确保会议有效且持续到分配的会议时间。This gives you time to prepare to ensure that the meeting is efficient and keeps to the allocated meeting time. 若要防止来自 dominating 议程的问题,请提醒计划参与者他们可以随时在协作频道中提出产品和计划问题。To prevent questions from dominating the check-in agenda, remind program participants that they can ask product and program questions at any time on the collaboration channel.

    如果您运行的是大型程序,并且程序参与者被分成独立签入的子组,则要求每个组将关键结论从签入发布到协作通道,以使更广泛的团队能够及时了解进度并支持协作频道上的活动对话。If you are running a large program and the program participants are divided into sub-groups that attend separate check-ins, ask each group to post key takeaways from the check-in to the collaboration channel to keep the broader team informed of progress and to support active conversations on the collaboration channel.

    管理抵抗Manage resistance

    在每个更改程序中,您可能会期待程序参与者的一些抵抗情绪。In every change program, you can expect some resistance from program participants. 即使整个组最初支持更改,也是如此。This is true even when the whole group initially supports the change. 更改不是一个线性过程。Change is not a linear process. 遇到变化但 crave 的人会在动机 wanes 或 stumble 遇到障碍时面对闸门。People who experience change but crave the status quo will face setbacks when their motivation wanes or when they stumble upon obstacles. 这是另一个需要经常重申你的程序的用途以让参与者保持最重要的原因。This is another reason to frequently reiterate the purpose of your program to keep it top of mind for participants.

    Sally Blount and Shana Carroll from Management Kellogg 学校定义了电阻的三个主要原因:Sally Blount and Shana Carroll from the Kellogg School of Management define the three primary reasons for resistance:

    1. 有关程序设计的争议Disagreement about the program design
    2. 人类需要尊重,在更改过程中的 heightensThe human need for respect, which heightens during change
    3. 在更改期间要 rushed 的感觉,因为有些人调整的更改速度比其他更慢The feeling of being rushed during a period of change, as some people adjust to change more slowly than others

    如果您或更改代理标识了 resisting 更改的程序参与者,请安排与他们直接交谈的时间。When you or a change agent identify a program participant who is resisting change, schedule time to speak with them directly. 询问他们的顾虑,并询问您可以执行哪些操作来获取其支持。Ask about their concerns, and ask what you can do to gain their support. Blount 和 Carroll 建议这些对话的以下四个基本规则:Blount and Carroll recommend the following four ground rules for these conversations:

    • 忘掉效率: 激发更改需要 unhurried、面对面、一对一的对话。Forget efficiency: Motivating change requires unhurried, face-to-face, one-on-one conversations.
    • 重点关注侦听: 让大家感觉清楚。Focus on listening: Make everyone feel understood. 听不到你说话的内容,并尝试重复你已听到的内容,以揭示抵抗的根源并开发解决方案。Listen more than you speak and try to repeat back what you have heard as much as possible to reveal the root of resistance and develop a solution.
    • 请打开以自行更改: 具有开放的态度并准备好了解新内容,如有必要,请修改计划计划。Be open to change yourself: Have an open attitude and be ready to learn something new and, if necessary, modify the program plan.
    • 有多个对话: 在第一个对话中,倾听并诊断电阻的根。Have multiple conversations: In the first conversation, listen and diagnose the roots of the resistance. 在第二次对话中,您的目标是清楚地反映出您所听到的东西。若要概述基于该对话的更改方法的不同之处,或不会有所不同;并解释原因。In the second conversation, your goal is to make clear that you have reflected on what you heard; to outline what will or will not be different in your approach to the change based on that conversation; and to explain why. 即使您不更改整体计划,真正侦听 opposition 的人也会以某种方式更改其思维。Even if you do not change your overall plan, anyone who truly listens to opposition will have their thinking changed in some way. (使用两次对话来克服变化的抵抗情绪。 ) (Overcome Resistance to Change with Two Conversations.)