会议的最佳实践Best practices for meetings

若要解决问题或做出决定,有助于使会议的访问者变小并缩短工期。To solve a problem or make a decision, it helps to keep the meeting audience small and the duration short. 研究表明,较小和较短的会议使与会者能够更快地进行沟通,更快地进入决策,并将重点放在完成工作上。Research shows that smaller and shorter meetings enable attendees to communicate faster, come to decisions more quickly, and focus on getting the work done.

为什么重要Why it matters

运行会议的紧缩指南 说明了几个有助于提高会议效率的新想法:The condensed guide to running meetings explains a few new ideas that can help make your meetings more effective:

  • "如果你希望人员有机会参与,你需要限制出席。""If you want people to have the opportunity to contribute, you need to limit attendance."
  • "社会心理学研究已证明,当用户执行组任务 (例如,在会议) 中进行集体讨论或讨论信息时,他们会在单独的工作中显示比单独执行时更有可调的时间。""Social psychology research has shown that when people perform group tasks (such as brainstorming or discussing information in a meeting), they show a sizable decrease in individual effort than when they perform alone.”
  • "研究表明有一些优点可使 [会议更简单"。"Research shows that there are advantages to keeping [meetings] shorter."
  • "让每个人参与讨论不仅适用于创建更有效的会议,还适用于参与者本身。""Having everyone contribute isn’t just good for creating more effective meetings but for the participants themselves as well."

Stop "停止会议"文章说明了在调查时,一系列行业中有哪些182高级经理对会议:The Stop the meeting madness article explains what 182 senior managers in a range of industries said about meetings when surveyed:

  • "65% 说会议让他们无法完成自己的工作。""65 percent said meetings keep them from completing their own work."
  • "71% 说会议是无效和低效的。"71 percent said meetings are unproductive and inefficient."
  • 64% 说,会议以深入思维为代价。"64 percent said meetings come at the expense of deep thinking."
  • 62% 说,会议错过了使团队更贴近合作的机会。"62 percent said meetings miss opportunities to bring the team closer together."

最佳做法Best practices

  • 对会议说 "否"。Say no to meetings. 有关如何创建和共享团队会议规则和策略的指南,请参阅下一节。See the next section for a guide on how to create and share team meeting rules and policy.
  • 使用 MyAnalytics 缩短会议。Use MyAnalytics to shorten meetings. 例如,当你撰写持续时间为一小时的会议邀请时,内嵌建议将提醒你缩短会议15分钟。For example, when you're composing a meeting invitation with a duration of one hour, an inline suggestion will remind you to shorten the meeting by 15 minutes.
  • 邀请更少的人员。Invite fewer people. 准备议程时,请包括每个参与者出席的用途。When preparing the agenda, include the purpose of each participant's attendance. 此练习可以揭示不必要的被邀请者,包括可选的或仅需要会议笔记的人。This exercise can reveal unnecessary invitees, including people who are optional or only require meeting notes.
  • 使用 团队和 OneNote 共享会议笔记。Use Teams and OneNote to share meeting notes. 员工可以与经理共享会议笔记,并将其与经理作为一种备选方式来保持通知。Employees can share meeting notes with decisions and action items with managers as an alternative way to keep them informed.
  • 在工作区分析中启用管理者见解,以帮助管理人员确定改进团队行为的方法。Enable Manager insights in Workplace Analytics to help managers identify ways to improve team behavior.
  • 定期和公开签入员工。Regularly and openly check in with employees. 挫折、resentment 甚至 hopelessness 都表示用户正在回退到效率较低的模式。Frustration, resentment, and even hopelessness are signals that people are falling back into less productive patterns. 更改协议和行为需要一些时间,并且维持发展势头需要一致的注意。Changing protocols and behaviors takes time, and sustaining momentum requires consistent attention.
  • 评估和讨论会议习惯及其对焦点的影响的进度。Assess and discuss progress around meeting habits and its impact on focus. 小型、有形的 wins 为人们提供了一些机会,而较小的损失为学习和更正提供了机会。Small, tangible wins provide something for people to celebrate, and small losses provide opportunities for learning and correction.
  • 共享6个用于处理日程安排冲突的提示Share 6 tips for handling scheduling conflicts.
  • 需要具有明确的会议目标的会议议程。Require meeting agendas, with clear meeting objectives.
  • 保持会议简短,但不通过重要对话进行通话。Keep meetings short, but don’t rush through important conversations either.
  • 鼓励在会议中使用设备。Discourage the use of devices in meetings. 这将分散在使用设备的人员和参与会议的人员。It's distracting for those who use the devices and those who participate in the meetings.
  • 尝试召开独立式会议。Try holding stand-up meetings. 研究表明,他们的工作时间比 sit 会议的短约34%,而是生成相同的解决方案。Studies show they are about 34 percent shorter than sit-down meetings, yet produce the same solutions.
  • 鼓励参与会议。Encourage participation in meetings. 这对于创建更有效的会议和为参与者提供一种收听和考虑的方法非常有用。It's beneficial for creating more effective meetings and giving participants a way to be heard and considered.
  • 避免召开会议只是为了更新人员。Avoid holding a meeting just to update people. 确定电子邮件通知是否足够。Decide if an email announcement is enough.

更改策略Change strategies

安排缩短会议Schedule shorter meetings

工作扩展到为其分配的时间。Work expands to the time allotted for it. 将会议时长默认值从60更改为45分钟,并从30分钟更改为25分钟。Change meeting length defaults from 60 to 45 minutes and from 30 to 25 minutes. 执行此操作的方法:Ways to do this:

  • 发出一项交流,告知员工无限的后端会议的缺点。Send out a communication informing employees about the downside of endless, back-to-back meetings. 与其深入了解平均员工所经历的协作量。Share with them insights around how much collaboration the average employee is experiencing.
  • 鼓励员工安排具有用于与会者的缓冲区的会议,以捕获笔记并在下一次会议之前进行休息Encourage employees to schedule meetings that have buffers for attendees to capture notes and take a break before their next meeting
  • 自行启动时,员工将遵循其他人的领导,尤其是领导者。Start yourself, employees will follow the lead of others, especially leaders.

设置团队会议规则和策略Set team meeting rules and policy

  • 参加一项员工调查,收集有关组织的会议频率的数据和印象,以及它对一天中的工作进度或未完成的影响。Take an employee survey to gather data and impressions about the organization's meeting frequency and its impact on how much work is or isn't getting done during the day.
  • 将团队作为一个团队共同分享每个人的反馈。Come together as a team to share everyone's feedback. 处理所有团队成员的所有贡献和分析以开始更改过程非常重要。It's important to process all contributions and analysis from all team members to begin the process of change.
  • 根据调查反馈的集体个人目标达成一致意见。Agree on a collective, personal goal based on the survey feedback. 例如,声明 "会议免费" 时段,以释放每个人日历上的时间。For example, declare "meeting free" periods to free up time on everyone's calendar. 这将提高各个焦点的时间和工作效率,并将溢出缩短为个人时间。This increases individual focus time and productivity and reduces the spillover into personal time.
  • 设置员工可以拒绝会议的标准。Set standards for when an employee can decline a meeting. 提供具有策略解释的会议拒绝模板,员工可以使用此模板根据团队的会议规则拒绝会议。Provide a meeting decline template with policy explanations that employees can use to decline meetings based on your team’s meeting rules. 例如,"会议没有日程安排" 或 "来自我的团队的人已在参加会议"。For example, "the meeting has no agenda" or "someone from my team is already attending the meeting."
  • 创建和共享团队的会议规则列表以及允许员工在会议邀请中显示 "是" 或 "否" 以使其认为有价值或不参加会议邀请的电子邮件。Create and share your team’s list of meeting rules along with an empowering message that allows employees to say yes or no to meeting invitations they deem valuable or not to attend.

工作场所分析最佳实践Workplace Analytics best practices